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Creating a Self-Sustaining Culture
CULTURE VS STRATEGY
HOW TO BEAT THE COMPETITION

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 Culture
 Defining
 Leveraging
 Changing
 Strategy
 Developing
 Aligning
 Implementing
 Case Studies/Resources
 Wrap Up
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 Competing on pay is a losing game
 Your talent and culture are your differentiators
 People take the job for money, stay for culture
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Defining

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 Leaders can’t be everywhere.
 Employees have to know the backstop.
 Employees make decisions like owners.
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Leveraging

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 DO define values in behavioral terms
 DO consider the true cost of HP-LF employees
 Resource:The Culture Engine
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 Develop your own stories/legends.
 Core value -- Action -- Story
 For example, tell me a time someone went
above and beyond…
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1. Job ads (ex: 1 vs 2)
2. Interviews
3. Orientation (ex: GATR)
4. Onboarding
5. Performance management
6. Communications (ex: 867-5309)
7. Newsletter (both)
8. All Hands/Town Hall meetings
9. Social awareness
10. Events
11. Everyday actions (ex: big
ideas)
12. Language (ex: washing the car)
Practical Examples of Culture In Action
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Homework
 Think about your own organization and what examples might apply.
 Who is responsible for those culture elements (*touchstones)?
 How often do you share? Why not more or less?
 What is the purpose? What does it reinforce?
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Case Studies

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What it’s all about

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Moving from reactive to proactive takes a plan.We call that your HR strategy.
HR planning is a process that identifies current and future HR needs for an
organization to achieve its goals. HR planning should serve as a link between HR and
the overall strategic plan of an organization.
Here’s the simplest way to define
strategy:
A planned, doable sequence of
actions designed to achieve a
distinct, measurable goal. 24

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70% of HR pros want to know
how to develop an HR strategy
67% want to align it with
business objectives
50% want help implementing
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Purpose
Plan
Actions
Measurable goals
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It all starts with a plan…
Example
Purpose: Improving culture
Plan: Focus on employee relations
Action items…
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 Want examples? Colleges are great at this!
 http://www2.kent.edu/hr/upload/hr-strategic-plan-2013.pdf
 http://hr.umich.edu/strategicplan/
 http://humanresources.tennessee.edu/docs/HR_5yr_strategic_pla2.pdf
The Division of Human Resources Strategic Directions
align with Kent State University’s Strategic
Plan in support of Kent State University’s Excellence
Agenda... 29

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If an HR pro develops a
strategy without business
input, does anyone care?
If a tree falls in the forest
and nobody is around,
does it make a sound?
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 How does your organization make money?
 What is the biggest concern of front line supervisors?
 What motivates your line staff to do their jobs every day?
 What causes your CEO to lie awake at night?
 What drives the best performance for your people?
 What is the pain point your company’s product/service is trying to
solve for customers?
 What is your marketing, finance, sales, or operations VP most worried
about?
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This is where the plan, action,
and goals are carried out.
Tips:
 Stealth change management
 Organizational partners
 Shift from HRBP to consultative
role
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Metrics=measurement
But which ones?
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Your company recently began an initiative to improve
customer service scores.
What metrics, data, or support can you provide to help
drive this business goal?
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You know sales turnover is high but can’t get the VP on
board to address the issues.You set up a meeting to
discuss.
What information can you present to sway this VP’s
opinion?
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After more than a year of errors, issues, and grief, you
believe the organization would be better off by selecting a
new payroll technology platform.
How do you make the pitch? What information do you use?
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 What if, instead of measuring and reporting on last year’s turnover, you could
predict turnover for the coming year?
 What difference would that make for the business?
 For planning purposes?
 For HR’s credibility?
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ben@upstarthr.com | @beneubanks
Kristina.minyard@dynetics | @HRecruit