Culture 2016
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This document provides an overview of culture and cultural change in organizations. It defines key terms like culture, organizational culture, and workplace culture. It also discusses dimensions of organizational culture, imperatives for addressing culture, categories of cultural issues, and frameworks for cultural evolution and change. The document also covers topics like leadership and sustainability during culture change, building a culture of continuous improvement, recruitment and culture, creating inclusive workplace cultures, and developing high performance organizational cultures.
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Culture 2016
- 1. All you need to know about… CULTURE and CULTURAL CHANGE London HR and Training 2016
- 3. Intro - London HR and Training • London HR and Training is a specialist human resources and training consultancy headed by Timothy Holden • 10 years in banking • 20 years in training and human resources • Business owner since 2007 • The core services provided by London HR and Training are: - Reducing costs and saving time through bespoke HR initiatives and projects - Training course design and delivery - Services for job seekers Page 3
- 4. Contents 5-6 Definitions 7-9 Aspects of culture 10-11 Dimensions of organisational culture 12-14 Imperatives when addressing culture 15-16 Categories of cultural issues 17-18 A culture evolution framework 19-21 Leadership sustainability and culture change 22-25 Building a culture of continuous improvement 26-28 Recruitment and culture 29-30 Small businesses and culture 31-32 Creating a fair and inclusive workplace culture 33-34 Culture traps and realities 35-38 Multipliers and diminishers 39-40 Making the organisation’s culture great 41-44 A high performance organisational culture 45-46 Factors shaping CSR’s future 47-48 Exercise 49-50 To sum up…
- 6. Definitions • Culture • Organisational culture • Workplace culture Page 6
- 8. Aspects of culture 1 of 2 • Visible • Invisible Page 8
- 9. Aspects of culture 2 of 2 Page 9 Espoused values Basic assumptions Observable artifacts
- 11. Dimensions of organisational culture • Ability utilization • Growth and innovation • Helping behaviour • Low stress • Personalized relationship • Individual dignity and goal achievement • Bureaucracy • Shared outlook Page 11
- 13. Imperatives when addressing culture 1 of 2 • The existing culture can be a powerful source of energy and influence for behaviour change • If you don’t have to overhaul or replace a culture, don’t! • Start with changing behaviours, not mind-sets Page 13
- 14. Imperatives when addressing culture 2 of 2 • Focus on changing only the few critical behaviours at different levels within key populations • Use cross-organisational methods to motivate behaviour change, not just formal top-down programmatic methods • Mobilize both rational and emotional forces to reinforce the new values and behaviour patterns and achieve lasting change Page 14
- 15. Categories of cultural issues
- 16. Categories of cultural issues • Culture lags market realities • Culture is the problem • Culture can be the key to competitive advantage Page 16
- 18. A culture evolution framework • Culture from and to • Identify critical behaviours and key influencers • Formal and informal levers • The culture evolution programme • Measure progress Page 18
- 19. Leadership sustainability and culture change
- 20. Leadership sustainability and culture change 1 of 2 • Definition of leadership sustainability • A culture shift • Questions to ask when embarking in cultural change Page 20
- 21. Leadership sustainability and culture change 2 of 2 Stages of sustainable leadership • Alignment • Integration • Action • Impact Page 21
- 22. Building a culture of continuous improvement
- 23. Building a culture of continuous improvement 1 of 3 • Principles of continuous improvement • What is LEAN? • The goal of LEAN • The key to LEAN improvement • Types of issues • Performance and time • LEAN management Page 23
- 24. Building a culture of continuous improvement 2 of 3 • Accountability and coaching • Gemba • Structured problem solving • Root cause analysis • Visual management Page 24
- 25. Building a culture of continuous improvement 3 of 3 Page 25 Plan DoStudy Act
- 27. Recruitment and culture 1 of 2 • How to get it right • Methods of encouraging applications from the widest possible pool • A statement about culture • Example job description • Purposes of a job description • Example person specification • Protected characteristics in law Page 27
- 28. Recruitment and culture 2 of 2 • Shortlisting interview candidates • Purposes of interviews • How to interview effectively • Keeping records Page 28
- 29. Small businesses and culture
- 30. Small businesses and culture • Ways that small businesses feel company culture positively impacts upon them • Areas that need improvement • The physical workplace • Wellbeing Page 30
- 31. Creating a fair and inclusive workplace culture
- 32. Creating a fair and inclusive workplace culture • Policies • Health and safety • Communication • Presenteeism • Networking • Maternity and paternity leave • Retention Page 32
- 33. Culture traps and realities
- 34. Culture traps and realities • Blame the leader • The devil made me do it • Culture is the soft side of the organisation • Black cloud to white cloud Page 34
- 36. Multipliers and diminishers 1 of 3 Multipliers • Talent magnet • Liberator • Challenger • Debate maker • Investor Page 36
- 37. Multipliers and diminishers 2 of 3 Diminishers • Empire builder • Tyrant • Know-it-all • Decision maker • Micro-manager Page 37
- 38. Multipliers and diminishers 3 of 3 Accidental diminishers • Idea guy • Always on • The rescuer • Pacesetter • Rapid responder • Optimist Page 38
- 39. Making the organisation’s culture great
- 40. Making the organisation’s culture great • Assign an owner • Make it personal • Communicate your mission • Empowerment and a sense of freedom • Prioritize and focus Page 40
- 42. A positive workplace culture 1 of 3 Components • Open and honest communication • Rewards and recognition • Trust, respect and fairness • Learning and development • Teamwork and involvement • Work-life balance • Coaching and feedback Page 42
- 43. A positive workplace culture 2 of 3 Steps to be taken • Start with you • Build on core values • Recruit, reward and retain the best • Bring out the inner genius of those people • Invoke the no-twit rule Page 43
- 44. A positive workplace culture 3 of 3 Steps to be taken (cont.) • Integrity drives ethical conduct • Listen generously • Civility always, everywhere, everyone • Enhance your behavioural repertoire Page 44
- 45. A high performance organisational culture
- 46. A high performance organisational culture Page 46 Individual values Leadership behaviours Organisational values
- 47. Exercise
- 48. Exercise Page 48
- 49. To sum up…
- 50. To sum up… • Conclusion • Summary • Videos • Useful links Page 50