Getting the culture right June 2011

Getting the culture right

by Toronto Training and HR

June 2011

Contents3-4 Introduction to Toronto Training and HR5-6 Questions to ask7-8 Drill A9-11 Changing the culture12-13 Assessing cultural fit14-15 Retaining key people16-17 Culture in smaller employers18-19 Different types of company culture20-22 Atmosphere of blameless error23-24 Developing a sustainable organizational

culture25-26 Elements critical to company culture27-28 Generating a positive corporate culture29-31 Building a winning culture32-33 Strong cultures34-35 Great places to work36-42 Gaps between what employees seek and experience43-44 Drill B45-48 Case studies49-50 Conclusion and questions

Introduction

Introduction to Toronto Training and HR

• Toronto Training and HR is 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:- Training course design- Training course delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

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?

Drill A

Changing the culture

Changing the culture 1 of 2Don't waste excessive time and money trying tochange culture by taking a 'scattergun' approach- trying to change everything when some areasare perfectly okay is foolishUnderstand the functional and dysfunctionalparts of the cultureFind 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 2STEPS TO BE TAKENAssess the current culture(s) in categorical detail(e.g. leadership, communications) across anddown the organizationDefine the gaps between the current and thedesired culture categoriesCreate plans that target only the areas of theorganization and the categories of culture thatneed to be improved and changed

Assessing cultural fit

Pre-interviewObserve everythingQuestion everythingPost interview

Retaining key people

IMPORTANCE OF CULTURESocializersAchieversProtectionistsMaterialistsTrue believers

Culture in smaller employers

Communicate!Job descriptionsRegular performance evaluationRegular team meetingsOpportunities for professional developmentResponsibilityTeam buildingCoach, mentor, succession planningMake work-life balance part of your corporate cultureHave a HR Policy (and use it)

Different types of company culture

All hands-on-deck cultureProcess cultureWork-hard/play-hard cultureTough-guy macho culture

Atmosphere of blameless error

Atmosphere of blameless error 1 of 2

Motivating through errorsCapitalizing on errorsLearning from errors

Atmosphere of blameless error 2 of 2

CREATING AN ATMOSPHERE OF BLAMELESS ERRORStay objectiveDetermine what happenedAsk for suggestionsUse employee suggestionsAgree on the suggestion togetherFollow up

Developing a sustainable

organizational culture

Developing a sustainable organizational culture

Understand the context in which the change is happeningUnderstand who is involved in the process and to what extentIdentify key structural and behavioural factors to ensure they are consistent with the culture aspired toBe aware of different people’s responses to change, leading to action when appropriatePromote authentic leadership

Elements critical to company culture

Employee attitudesEffective managementStrong trust relationshipsCustomer focusHigh accountability standardsCommitment to training and developmentCompensation and reward programsSupport for innovation and new ideasUseful resources, technology and toolsEmphasis on recruiting and retaining outstanding employees

Generating a positive corporate culture

Make customer satisfaction a way of lifeDo not play favourites-treat everyone fairlyMake employee development a major objectiveAllow employees to have a voice in major changesPromote cooperation between organizational subunitsBase employee salary and promotions on performanceSet individual goals that are realistic for each employeeAlways 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 organizationUse the principles to guide every business discussion and decision going forwardBuild 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 behaviours andvalues consistent with the principles, and insist all senior leaders attendExpect 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 programsClearly defining values through mission and vision statementsPutting strong leaders in place that set the tone and empower othersEncouraging better relationships with both employees and customers

Great places to work

TrustPrideCamaraderieNature of relationships

Gaps between what employees seek and

experience

experience 1 of 6Managing talentEnsuring understandingAdmitting mistakesDisplaying consistencyContextualising successDeciding implementation momentHandling dilemmasPacing control

experience 2 of 6BEHAVIOURSExercising self disciplineListening to ideasEnsuring understandingQuestioning selfAdmitting mistakesReceiving feedbackResponding to objections

experience 3 of 6BEHAVIOURSExercising ethical disciplineDisplaying consistencyDemonstrating moralityTransmitting organizational valuesSecuring behaviourContextualizing successEncouraging transparency

experience 4 of 6BEHAVIOURSGenerating directionsGuiding othersProcessing ideasSetting objectivesPacing controlContextualizing changeHandling dilemmas

experience 5 of 6BEHAVIOURSMaking decisionsPre-involving othersContextualizing announcementSupporting top-downDeciding implementation momentRefusing requestsArbitrating conflicts

experience 6 of 6BEHAVIOURSSecuring deliveryManaging talentCo-defining development goalsDelegating considerationsMonitoring processesGiving feedbackSupporting execution

Drill B

Case study A

Case study B

Conclusion & Questions

Conclusion

SummaryQuestions

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