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STXHRS '10 - Organizational Culture & Values, Competencies Presentation
The document discusses the integration of organizational culture and values into talent and performance management, emphasizing the impact on employee engagement and overall business success. It outlines the importance of aligning individual and company goals, core competencies, and effective communication to foster a thriving workplace culture. Key findings highlight the role of management in employee well-being and the need for understanding motivations to drive desired behaviors.
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STXHRS '10 - Organizational Culture & Values, Competencies Presentation
- 1. Joe Sommers ManagingPartner See Clearly Consulting “ Engage – Develop – Optimize” Incorporating Organizational Culture & Values Into Talent and Performance Management – It’s Real & It Works!
- 2. Overview Culture, Values,Brand – What’s that really? Connection to Talent & Performance Management Employee engagement – beyond company picnics Social Media or Social Meddling Practical Steps
- 3. To organize theworld's information and make it universally accessible and useful. To serve the needs of the communities in which 7-Eleven® stores operate. Dedicated to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.
- 4. What is Culture?Purpose Principles Alignment Who you are Values are the key
- 5. Performance relative practicalSee Clearly Consulting “Engage – Develop – Optimize”
- 6. Personal and unique. Seeing properties as timeless Doing what’s best, most effective. Seeing properties in present time Ideas, Concepts, Goals: Defining. Seeing properties in future and past time Intrinsic Value Extrinsic Value Systemic Value Your Culture is full of Properties – tangible and intangible See Clearly Consulting “Engage – Develop – Optimize”
- 7. Three Dimensions ofValue Individual Value – Empathy & Customer Service Individual Relationship with a person/object Feelings, unique nature No comparing, no fulfilling of concepts Practical Value – Results & Decision Making Practical properties, characteristics; Comparisons, better & best, priority Social, professional, political, business relationships Absolute Value – Adherence & Organization Data, facts, ideas Formal concepts, definitions, ideals, principles Fulfillment of rules, law, attainment of goals See Clearly Consulting “Engage – Develop – Optimize”
- 8. Empathy, Communication, RespectDecisiveness, Detail Oriented, Political Astuteness Organization, Planning, Adaptability Self Awareness, Confidence, Initiative Work Ethic, Integrity, Commitment Courage, Resiliency Performance relative practical See Clearly Consulting “Engage – Develop – Optimize”
- 9. Core Competencies (Values)Accountability Customer Service Effective Communication Integrity/Ethics Winning Attitude “ Focused on our Employees' Success ”
- 10. Recruiting & SelectionEmployee Development Succession Planning Retention Culture Building (examples) “ Best Places to Work in Rhode Island” third consecutive year!
- 11. Employee Engagement GallupStudy – three types of employees Engaged – passion, profound connection, drive innovation & business goals – 29% Not-engaged – “checked out”, little or no energy or passion – 56% Actively disengaged – acting out unhappiness, undermining engaged employees’ accomplishments – 15%
- 12. Employee Engagement #1Engagement Factor – senior management’s interest in employee’s well-being (Towers Perrin – 2008) Use of Competencies Vision & Goals expected employee behavior Employee Development make a difference Improved Hiring working with the best Communication!
- 13. Mayo Clinic CommunicationsExternal (jobs) 20 videos! Internal – onboarding, benefits, employee relations
- 14. Cisco Blog CommunicationsCEO – John Chambers
- 15. Your Culture in Performance Management Company goal alignment individual goals Company Values Set Expectations Process/Task goals S.M.A.R.T. goals Specific Measurable Achievable Realistic Time - bound
- 16. Ericsson Telecommunications Competency-basedEvaluations & Development Human Competence Communication Creativity Leading Change Teambuilding Decision Making Business Competence Customer Orientation Entrepreneurship Finance Strategic Thinking Operational Dev. Technical/Professional Competence Specific to role Planning/Organization Project Management Individual Capacities Self Esteem Results Oriented Intellectual Ability
- 17. Ericsson Performance ManagementIntrinsic Values Systemic Values Extrinsic Values Human Competence Technical/Professional Business Competence Individual Capacities
- 18. Your Culture in Performance Management Key Competencies (Values) review process University of Toronto “ Performance Planning, Feedback and Development” Incorporates Annual Review Process Incorporates Expectations & Goals
- 19. PART A: ACTIVITYREPORT INSTRUCTIONS: To be completed by the staff member in reference to Part D (attached) previously agreed upon expectations and/or goals for the review period providing information including: accomplishments; unanticipated constraints and opportunities that arose; as appropriate, contact information for anyone the Reviewer could contact to obtain additional feedback; all professional development activities; and, service to the University beyond the requirements of the job. Name and Title of Staff Member : Name and Title of Reviewer: For the Period: to Key Accomplishments in Relation to Expectations and/or Goals Other Accomplishments – Unplanned Contact Information for Additional Feedback (List people the Reviewer could contact to obtain additional feedback on your performance – e.g. faculty, clients, colleagues, or students)
- 20. but… theunderlying (motivating) force is always thinking; Thinking leads to our behavior, thoughts, attitudes, feelings, choices……. In business it’s behavior that counts, not intentions. therefore… in order to encourage people to behave in the way that is most desirable, it is important to be able to know what motivates them. Performance Management
- 21. Where are wegoing?
- 22. Choices on howto reach our goals
- 23. Success With YourCulture & Brand Choices to reach your goals MORE EFFECTIVE LESS EFFECTIVE Value Thinking Thinking diversity Behavioral assessment tools All the same Conform to me Ethnic diversity Personality tools
- 24. Thank You! JoeSommers Managing Partner See Clearly Consulting “ Engage – Develop – Optimize” 214.538.0742 [email_address] www.linkedin.com/in/joecsommers Video introduction - http://budurl.com/SeeClearlyConsulting
Editor's Notes
- #5 Brand belongs to the people. And as we come to understand how social media is complicating the maintenance of a positive employer brand, our instinct might be that the “control” of social media is the answer. But, that is a battle than cannot be won. No matter what we do to block access at work, employees and others have access to social media in many other places, and there is no way to control what they say. So, what are we to do? The only way to minimize the potential negative impact of social media on your employer brand is to work on the root cause and give employees less to complain about. What savvy companies are realizing about employer brand is that it is about culture more than it is about websites or logos. Once this mindset takes hold of your organization, your perspective on social media will change. Rather than trying to control and limit it, it will become something to be embraced as a way to get real-time, honest information about what’s going on with your culture and brand.
- #11 Use of competencies in Executive Bonus Plan, and merit increases plan for all employees Core Competency Award – known as their Customer First Award. Nominated Based on exemplifying a core competency
- #15 posted by Jonathan Earnhardt – Senior Mgr. Media Relations CEO – internal blogs and Facebook
- #21 Buying flowers story x3 Good meeting x3
- #22 banglalink vision department vision personal vision File a flight plan Check the airplane is airworthy Fill up with fuel Obey the rules
- #23 Motivations for this work – to be effective with people and make the best decisions thus achieving a greater level of success. As a manager to honor individuals in the light of the tasks that need to be accomplished Leverage thinking diversity to maximize human talent, build effective teams and achieve superior organization performance