Getting the culture right June 2011

Getting the culture right by Toronto Training and HR June 2011

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

Introduction to Toronto Training and HR Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 10 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: ,[object Object]

Training course delivery- Reducing costs ,[object Object]

Improving employee engagement & morale

Services for job seekers,[object Object]

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?

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

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

Assessing cultural fit

Assessing cultural fit Pre-interview Observe everything Question everything Post interview

Retaining key people IMPORTANCE OF CULTURE Socializers Achievers Protectionists Materialists True believers

Culture in smaller employers

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)

Different types of company culture

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

Atmosphere of blameless error

Atmosphere of blameless error 1 of 2 Motivating through errors Capitalizing on errors Learning from errors

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

Developing a sustainable organizational culture

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

Elements critical to company culture

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

Generating a positive corporate culture

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

Building a winning culture

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

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

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

Great places to work Trust Pride Camaraderie Nature of relationships

Gaps between what employees seek and experience

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

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

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

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

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

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

Getting the culture right June 2011

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Getting the culture right June 2011