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Why Culture is Important

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Why Culture is Important

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Descrição

What is culture, why is it important, how is it created, how can you shape it and how can you use it to grow your team.

Transcrição

  1. 1. Culture
  2. 2. Introductions
  3. 3. Training, facilitation Leadership development Instructional Design Performance Management Talent Management Employee Engagement Talent Strategy Global Learning, Development, Recruitment, etc… Organization Behaviour Time/greyhairsonmyhead Complexity/size of pay check/progress to takeover the world Culture Strategy People Leadership Business Strategy
  4. 4. Culture• What is it? • Why is it important? • How is it created? • How can you shape it? • How can you use it to grow your team?
  5. 5. Death of HR
  6. 6. The report of my death was an exaggeration
  7. 7. What is Culture?
  8. 8. • Umbrella Term • Party: the vibe, feel, energy of a place • Memory of the organization • Shadow What is Culture?
  9. 9. You can’t control culture. But you must observe it, and you must be intentional in the decisions that you know will effect it.
  10. 10. • Umbrella Term • Party: the vibe, feel, energy of a place • Memory of the organization • Shadow What is Culture? • Not controllable • Observable • Make intentional decisions
  11. 11. Why is Culture important?
  12. 12. Average performer High performer Productivity at work
  13. 13. Ever work with someone who doesn’t get it?
  14. 14. People are a competitive advantage
  15. 15. High Performers have options
  16. 16. Finding a job is about fit
  17. 17. Seller beware Buyer beware Employer beware Employee beware
  18. 18. So what does this all mean for you?
  19. 19. Intentional
  20. 20. Why is Culture important? • People are a competitive advantage • High performers have their pick of jobs • Employer beware- employees have more power than ever • Be intentional about things that affect culture
  21. 21. How is culture created?
  22. 22. Values Rituals Stories Artifacts Consequences
  23. 23. Values Rituals Stories Artifacts Consequences
  24. 24. Vision
  25. 25. Values
  26. 26. 7 +/- 2 Most important Selecting Values Involve others
  27. 27. Values
  28. 28. Values Rituals Stories Artifacts Consequences
  29. 29. LEADERS “walk the talk”
  30. 30. Onboarding •Recruitment •Job descriptions •Resume screening •Interviews •Selection •Candidate selection •Offer letters •Negotiations •Welcome Kits •Orientation •Probation •Integrations •First days Maintenance •Policies •Communication •Intranet •Goal setting •Coaching •Training & Development •Performance Reviews •Team Building •Recognition •Rewards •Engagement •Compensation •Employee relations Progression •Performance Plans and Measurement •Dismissals •Succession Planning •Promotions •Retirement What do your rituals say about you?
  31. 31. Values Rituals Stories Artifacts Consequences
  32. 32. Founding story How you treat customers How you treat employees What you do for fun? What rituals are most important? What are people like there? Who gets rewarded? Who fits in? Who gets promoted? Table of Contents
  33. 33. Values Rituals Stories Artifacts Consequences
  34. 34. Values Rituals Stories Artifacts Consequences
  35. 35. 1 Observe behaviours Be objective. Use your professional (not personal) opinions. Were expectations set for this type of situation? If not, document and share with entire team. Make sure you document specific examples. Remember to coach for good and bad! 2 Determine cause Status check. Establish supportive climate. Communicate your findings. Frame your feedback, tone and gestures. Solicit their perspective. Listen and show empathy. 3 Communicate Expectations Review expectations. Provide examples of expected performance. Explain the impact of their performance. Link it back to the company VALUES Mutually agree that action is needed. 4 Create plan Create a plan. Include specific observable measurements. Offer support. Decide upon consequences & timeline for follow up. 5 Follow up COACHING FOR PERFORMANCE
  36. 36. How is culture created? • Vision, values are most important • Espoused theory vs theory in use • Rituals, stories reinforce theory in use • Artifacts – physical environment matters • Consequences are necessary
  37. 37. How can you shape your culture?
  38. 38. Recognition 🎂
  39. 39. Pick habits  Ritualize
  40. 40. BADgood
  41. 41. . Clarify perspective . Comprehend values . Commit to what is most important . Choose the option that fits best Communicate your decision clearly and honestly
  42. 42. Hire carefully
  43. 43. Slowto hire…. ..quick to fire!
  44. 44. The Pruning Moment! 1) Prune healthy buds or branches that are not the best ones. 2) Prune sick branches that are not going to get well. 3) Prune dead branches that are taking up space needed for the healthy ones to survive.
  45. 45. How can you shape your culture? • Promote and communicate your vision, values, language regularly • Create some meaningful rituals • Celebrate stories that align with your vision • Use values to make tough decisions • Make personnel decisions carefully
  46. 46. How can you use culture to grow your team?
  47. 47. Figure out what you want Job Description Mission for role Deliverables Competencies
  48. 48. Resume/experience Interview: screening scorecard culture Assessment References Multiple Sources
  49. 49. Interview tips
  50. 50. Don’t give the answer in the question Prepare in advance-know how to score an answer Make sure questions are specific Watch body language Can you spell that for me? Look for ‘we’ vs ‘I’, brevity vs ‘stories’ Interview tips
  51. 51. Stereotyping Inconsistency in questioning Nonverbal bias Halo/horn effect Contrast effect Similar to me
  52. 52. How can you use culture to grow your team? • Begin with the end in mind • Be open and honest • Pick fit over skills • Use multiple information sources • Avoid biases
  53. 53. Culture• What is it? • Why is it important? • How is it created? • How can you shape it? • How can you use it to grow your team?

Notas do Editor

  • Hello. My name is Phil, and I’m very excited today to be here to talk to you tonight about yogurt. I mean, culture. I’m really excited to be here tonight to talk about culture.
  • So, before we get started, I thought we could do some super fast introductions.
  • Now, why I am qualified to talk about this stuff?
  • It’s the memory of the organization
  • It’s your shadow
  • Vibe
    Story
    Feel

    “would I want to be here?”
  • Vibe
    Story
    Feel

    “would I want to be here?”
  • http://www.readcube.com/articles/10.1111%2Fj.1744-6570.2011.01239.x
    https://hbr.org/2014/11/what-high-performers-want-at-work
  • Be as intentional with your culture plan as you are with your business plan. At each point, say- how will this affect the working culture at my company?
  • Where you are going
  • How you’re going to get there.
  • Descrição

    What is culture, why is it important, how is it created, how can you shape it and how can you use it to grow your team.

    Transcrição

    1. 1. Culture
    2. 2. Introductions
    3. 3. Training, facilitation Leadership development Instructional Design Performance Management Talent Management Employee Engagement Talent Strategy Global Learning, Development, Recruitment, etc… Organization Behaviour Time/greyhairsonmyhead Complexity/size of pay check/progress to takeover the world Culture Strategy People Leadership Business Strategy
    4. 4. Culture• What is it? • Why is it important? • How is it created? • How can you shape it? • How can you use it to grow your team?
    5. 5. Death of HR
    6. 6. The report of my death was an exaggeration
    7. 7. What is Culture?
    8. 8. • Umbrella Term • Party: the vibe, feel, energy of a place • Memory of the organization • Shadow What is Culture?
    9. 9. You can’t control culture. But you must observe it, and you must be intentional in the decisions that you know will effect it.
    10. 10. • Umbrella Term • Party: the vibe, feel, energy of a place • Memory of the organization • Shadow What is Culture? • Not controllable • Observable • Make intentional decisions
    11. 11. Why is Culture important?
    12. 12. Average performer High performer Productivity at work
    13. 13. Ever work with someone who doesn’t get it?
    14. 14. People are a competitive advantage
    15. 15. High Performers have options
    16. 16. Finding a job is about fit
    17. 17. Seller beware Buyer beware Employer beware Employee beware
    18. 18. So what does this all mean for you?
    19. 19. Intentional
    20. 20. Why is Culture important? • People are a competitive advantage • High performers have their pick of jobs • Employer beware- employees have more power than ever • Be intentional about things that affect culture
    21. 21. How is culture created?
    22. 22. Values Rituals Stories Artifacts Consequences
    23. 23. Values Rituals Stories Artifacts Consequences
    24. 24. Vision
    25. 25. Values
    26. 26. 7 +/- 2 Most important Selecting Values Involve others
    27. 27. Values
    28. 28. Values Rituals Stories Artifacts Consequences
    29. 29. LEADERS “walk the talk”
    30. 30. Onboarding •Recruitment •Job descriptions •Resume screening •Interviews •Selection •Candidate selection •Offer letters •Negotiations •Welcome Kits •Orientation •Probation •Integrations •First days Maintenance •Policies •Communication •Intranet •Goal setting •Coaching •Training & Development •Performance Reviews •Team Building •Recognition •Rewards •Engagement •Compensation •Employee relations Progression •Performance Plans and Measurement •Dismissals •Succession Planning •Promotions •Retirement What do your rituals say about you?
    31. 31. Values Rituals Stories Artifacts Consequences
    32. 32. Founding story How you treat customers How you treat employees What you do for fun? What rituals are most important? What are people like there? Who gets rewarded? Who fits in? Who gets promoted? Table of Contents
    33. 33. Values Rituals Stories Artifacts Consequences
    34. 34. Values Rituals Stories Artifacts Consequences
    35. 35. 1 Observe behaviours Be objective. Use your professional (not personal) opinions. Were expectations set for this type of situation? If not, document and share with entire team. Make sure you document specific examples. Remember to coach for good and bad! 2 Determine cause Status check. Establish supportive climate. Communicate your findings. Frame your feedback, tone and gestures. Solicit their perspective. Listen and show empathy. 3 Communicate Expectations Review expectations. Provide examples of expected performance. Explain the impact of their performance. Link it back to the company VALUES Mutually agree that action is needed. 4 Create plan Create a plan. Include specific observable measurements. Offer support. Decide upon consequences & timeline for follow up. 5 Follow up COACHING FOR PERFORMANCE
    36. 36. How is culture created? • Vision, values are most important • Espoused theory vs theory in use • Rituals, stories reinforce theory in use • Artifacts – physical environment matters • Consequences are necessary
    37. 37. How can you shape your culture?
    38. 38. Recognition 🎂
    39. 39. Pick habits  Ritualize
    40. 40. BADgood
    41. 41. . Clarify perspective . Comprehend values . Commit to what is most important . Choose the option that fits best Communicate your decision clearly and honestly
    42. 42. Hire carefully
    43. 43. Slowto hire…. ..quick to fire!
    44. 44. The Pruning Moment! 1) Prune healthy buds or branches that are not the best ones. 2) Prune sick branches that are not going to get well. 3) Prune dead branches that are taking up space needed for the healthy ones to survive.
    45. 45. How can you shape your culture? • Promote and communicate your vision, values, language regularly • Create some meaningful rituals • Celebrate stories that align with your vision • Use values to make tough decisions • Make personnel decisions carefully
    46. 46. How can you use culture to grow your team?
    47. 47. Figure out what you want Job Description Mission for role Deliverables Competencies
    48. 48. Resume/experience Interview: screening scorecard culture Assessment References Multiple Sources
    49. 49. Interview tips
    50. 50. Don’t give the answer in the question Prepare in advance-know how to score an answer Make sure questions are specific Watch body language Can you spell that for me? Look for ‘we’ vs ‘I’, brevity vs ‘stories’ Interview tips
    51. 51. Stereotyping Inconsistency in questioning Nonverbal bias Halo/horn effect Contrast effect Similar to me
    52. 52. How can you use culture to grow your team? • Begin with the end in mind • Be open and honest • Pick fit over skills • Use multiple information sources • Avoid biases
    53. 53. Culture• What is it? • Why is it important? • How is it created? • How can you shape it? • How can you use it to grow your team?

    Notas do Editor

  • Hello. My name is Phil, and I’m very excited today to be here to talk to you tonight about yogurt. I mean, culture. I’m really excited to be here tonight to talk about culture.
  • So, before we get started, I thought we could do some super fast introductions.
  • Now, why I am qualified to talk about this stuff?
  • It’s the memory of the organization
  • It’s your shadow
  • Vibe
    Story
    Feel

    “would I want to be here?”
  • Vibe
    Story
    Feel

    “would I want to be here?”
  • http://www.readcube.com/articles/10.1111%2Fj.1744-6570.2011.01239.x
    https://hbr.org/2014/11/what-high-performers-want-at-work
  • Be as intentional with your culture plan as you are with your business plan. At each point, say- how will this affect the working culture at my company?
  • Where you are going
  • How you’re going to get there.
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