This document discusses organizational culture and how to build and change culture. It provides advice on assessing current culture, defining desired culture, retaining key employees, and generating positive culture. Specific strategies are outlined, such as communicating core values, leading with passion and patience during cultural change, focusing efforts only on necessary changes, and creating an atmosphere where errors are learning opportunities rather than occasions for blame. Case studies and questions are provided to help apply the cultural insights. The document aims to equip readers with understanding and tools to develop sustainable cultures that meet organizational needs and employee expectations.

1. Getting the culture right by Toronto Training and HR June 2011

2. 3-4 Introduction to Toronto Training and HR 5-6 Questions to ask 7-8 Drill A 9-11 Changing the culture 12-13 Assessing cultural fit 14-15 Retaining key people 16-17 Culture in smaller employers 18-19 Different types of company culture 20-22 Atmosphere of blameless error 23-24 Developing a sustainable organizational culture 25-26 Elements critical to company culture 27-28 Generating a positive corporate culture 29-31 Building a winning culture 32-33 Strong cultures 34-35 Great places to work 36-42 Gaps between what employees seek and experience 43-44 Drill B 45-48 Case studies 49-50 Conclusion and questions Contents

3. Page 3 Introduction

6. Improving employee engagement & morale

8. Page 6 Questions to ask What is culture? What is the current organizational culture? Where does the culture need to be for the survival and growth of the organization? How do we move from the present to the desired culture?

9. Page 7 Drill A

10. Page 8 Drill A

11. Page 9 Changing the culture

12. Page 10 Changing the culture 1 of 2 Don't waste excessive time and money trying to change culture by taking a 'scattergun' approach - trying to change everything when some areas are perfectly okay is foolish Understand the functional and dysfunctional parts of the culture Find out where they exist within the organization - is it in one subculture or across all subcultures? Be focused - this will make it more cost-effective and money will not be expended unnecessarily

13. Page 11 Changing the culture 2 of 2 STEPS TO BE TAKEN Assess the current culture(s) in categorical detail (e.g. leadership, communications) across and down the organization Define the gaps between the current and the desired culture categories Create plans that target only the areas of the organization and the categories of culture that need to be improved and changed

14. Page 12 Assessing cultural fit

15. Page 13 Assessing cultural fit Pre-interview Observe everything Question everything Post interview

16. Page 14 Retaining key people

17. Page 15 Retaining key people IMPORTANCE OF CULTURE Socializers Achievers Protectionists Materialists True believers

18. Page 16 Culture in smaller employers

19. Page 17 Culture in smaller employers Communicate! Job descriptions Regular performance evaluation Regular team meetings Opportunities for professional development Responsibility Team building Coach, mentor, succession planning Make work-life balance part of your corporate culture Have a HR Policy (and use it)

20. Page 18 Different types of company culture

21. Page 19 Different types of company culture All hands-on-deck culture Process culture Work-hard/play-hard culture Tough-guy macho culture

22. Page 20 Atmosphere of blameless error

23. Page 21 Atmosphere of blameless error 1 of 2 Motivating through errors Capitalizing on errors Learning from errors

24. Page 22 Atmosphere of blameless error 2 of 2 CREATING AN ATMOSPHERE OF BLAMELESS ERROR Stay objective Determine what happened Ask for suggestions Use employee suggestions Agree on the suggestion together Follow up

25. Page 23 Developing a sustainable organizational culture

26. Page 24 Developing a sustainable organizational culture Understand the context in which the change is happening Understand who is involved in the process and to what extent Identify key structural and behavioural factors to ensure they are consistent with the culture aspired to Be aware of different people’s responses to change, leading to action when appropriate Promote authentic leadership

27. Page 25 Elements critical to company culture

28. Page 26 Elements critical to company culture Employee attitudes Effective management Strong trust relationships Customer focus High accountability standards Commitment to training and development Compensation and reward programs Support for innovation and new ideas Useful resources, technology and tools Emphasis on recruiting and retaining outstanding employees

29. Page 27 Generating a positive corporate culture

30. Page 28 Generating a positive corporate culture Make customer satisfaction a way of life Do not play favourites-treat everyone fairly Make employee development a major objective Allow employees to have a voice in major changes Promote cooperation between organizational subunits Base employee salary and promotions on performance Set individual goals that are realistic for each employee Always respect employees and take time to give encouragement

31. Page 29 Building a winning culture

32. Page 30 Building a winning culture 1 of 2 Define 3-4 guiding principles that define who you are as an organization Use the principles to guide every business discussion and decision going forward Build the principles into all your people performance and management systems

33. Page 31 Building a winning culture 2 of 2 Create a 2-3 day leadership development experience that reinforces the behavioursand values consistent with the principles, and insist all senior leaders attend Expect resistance, but stay the course with passion and patience-changing culture means changing people, and that takes time

34. Page 32 Strong cultures

35. Page 33 Strong cultures ORGANIZATIONS TEND TO FOCUS ON: Building employee morale through incentive and training programs Clearly defining values through mission and vision statements Putting strong leaders in place that set the tone and empower others Encouraging better relationships with both employees and customers

36. Page 34 Great places to work

37. Page 35 Great places to work Trust Pride Camaraderie Nature of relationships

38. Page 36 Gaps between what employees seek and experience

39. Page 37 Gaps between what employees seek and experience 1 of 6 Managing talent Ensuring understanding Admitting mistakes Displaying consistency Contextualising success Deciding implementation moment Handling dilemmas Pacing control

40. Page 38 Gaps between what employees seek and experience 2 of 6 BEHAVIOURS Exercising self discipline Listening to ideas Ensuring understanding Questioning self Admitting mistakes Receiving feedback Responding to objections

41. Page 39 Gaps between what employees seek and experience 3 of 6 BEHAVIOURS Exercising ethical discipline Displaying consistency Demonstrating morality Transmitting organizational values Securing behaviour Contextualizing success Encouraging transparency

42. Page 40 Gaps between what employees seek and experience 4 of 6 BEHAVIOURS Generating directions Guiding others Processing ideas Setting objectives Pacing control Contextualizing change Handling dilemmas

43. Page 41 Gaps between what employees seek and experience 5 of 6 BEHAVIOURS Making decisions Pre-involving others Contextualizing announcement Supporting top-down Deciding implementation moment Refusing requests Arbitrating conflicts

44. Page 42 Gaps between what employees seek and experience 6 of 6 BEHAVIOURS Securing delivery Managing talent Co-defining development goals Delegating considerations Monitoring processes Giving feedback Supporting execution

45. Page 43 Drill B

46. Page 44 Drill B

47. Page 45 Case study A

48. Page 46 Case study A

49. Page 47 Case study B

50. Page 48 Case study B

51. Page 49 Conclusion & Questions

52. Page 50 Conclusion Summary Questions