achieving excellence by creating a people-driven organisation culture
TRANSCRIPT
ACHIEVING EXCELLENCE BY CREATING A PEOPLE-DRIVEN
ORGANISATION CULTURE
12 October 2016
8th INTERNATIONAL 20 KEYS CONFERENCE
M a r i u s M e y e r
@SABPP1 @sabpp_1
AGENDA
• Management challenges
• Elements of organisation culture
• Features of world-class companies
• Characteristics of people-driven organisations
• A roadmap for creating a people-driven culture
We create the culture we deserve
Do we really understand what it means to be world-class?
WORLD-CLASS
The capacity and track record of delivering products and services that are consistently rated as among the
best in the world.
Types of organisations
Poor or under-performing
Mediocre
Good
World-class
WHERE ARE WE?Under-performing, mediocre, good or
world-class?
ELEMENTS OF ORGANISATION CULTURE
• “The way things are done”• The way we treat our staff and customers• Values of the organisation - lived• Traditions• Stories• Norms• Unwritten rules – acceptable and
unacceptable behaviour• Leadership style
CHARACTERISTICS OF CULTURES
LOW PERFORMANCE HIGH PERFORMANCE
• Poor leadership
• Demotivated staff
• Invisible values
• Bureaucracy
• No flexibility
• Inefficiency
• Barriers between departments
• Poor service delivery
• Great leadership
• Motivated staff
• Visible values
• No bureaucracy
• Flexibility
• Efficiency
• No barriers between departments
• Good service delivery
FEATURES OF WORLD-CLASS COMPANIES
CULTURE
Inspiring
leadership
InnovationEmployee
engagement
People-
driven
Dynamic
culture
Competent
management
and staff
Good
systems and
processes
Regular
measure-
ments
“About 85% of problems in organisations are caused by
management”.
Some holy cows …
Managementchallenges
CHALLENGE 1: MANAGEMENT CONTROL
• “I am a manager because I am better than others”.
• “I am more important than employees, customers and the company”.
• “I am here to control –others must follow me”.
• Micro management –checking
• “I am always right, they are wrong”.
CHALLENGE 2: POOR COMMUNICATION
• Unclear communication
• Vague performance targets
• A lack of listening
• No or limited feedback
CHALLENGE 3: NO PERFORMANCE SUPPORT
• Wrong/unilateral decisions• Limited resources
• Lack of management support• Continuous restructuring
• Ineffective meetings and committees
CHALLENGE 4: DISCREPANCY BETWEEN “BELIEFS” AND ACTIONS
• Inconsistent behaviour
• Not practicing what you preach - values
• Not leading by example
CHALLENGE 5: INABILITY TO ALIGN &
INTEGRATE STRATEGY AT OPERATIONAL LEVEL
• Not understanding your own organisation and role
• Not knowing what goes on at ops level
• Thinking out strategy that is removed from reality
• Gap between strategy and execution
CHALLENGE 6: POOR PLANNING
• Wrong strategy and plans
• Incorrect execution
• Unclear goals
• Systems not ready for implementation
• Crisis management
CHALLENGE 7: BAD PEOPLE & TALENT
MANAGEMENT
• Not using the talents of your people
• Treating people badly – unfair treatment
• Lack of involvement and empowerment
• Poor human relations
• No or limited trust
• No performance support
CHALLENGE 8: NO/POOR PERFORMANCE
CULTURE
• Inability to adapt to change or lead change
• Not building a high performance culture
• Tolerating a “sick” culture
• Lack of values, leadership, innovation and vision
• Manipulation, bureaucracy and over-control
CHALLENGE 9: EMPLOYING
INCOMPETENT PEOPLE
• Employing the wrong people
• Not developing staff
CHALLENGE 10: PLANNING THE FUTURE
USING PAST PERFORMANCE• Not enough in the
present and the future
• “When we …”
• “That will never work here”
• Building the future on past success
• A lack of a future performance focus
90% of what we call “management” consists of making it difficult for
people to get things done.
Peter Drucker
BUSINESS STRATEGY – HR BUSINESS ALIGNMENT
StrategicHRM
TalentManage-
ment
HR RiskManage-
ment
HR ARCHITECTURE
I
HR VALUE & DELIVERY PLATFORM
Work-forcePlan-ning
Lear-ning &Deve-
lopment
Perfor-manceMana-
ge-ment
Re-ward &Recog-nition
Em-ployeewell-ness
Employment Rela-tions
Organi-sationDeve-
lopment
HR Service Delivery
HR Technology
(HRIS)
Pre-pare
Im-ple-
ment
Re-view
Im-prove
HR MEASUREMENTHR Audit: Standards & Metrics
H R
C O
M P
E T
E N
C I
E S
© SABPP HR MANAGEMENT SYSTEM STANDARDS
Unfreeze Mobilise Realise Reinforce Sustain
TIME SCALE9 36
ORGANISATION DIAGNOSIS
Set
direction
for
change
Early
changes to
build
confidence
High levels
of
performance
Good systems
to support
further growth
World class
pushing the
limits
2418
WHO ARE THE REAL CHANGE AGENTS?
“In the end, management doesn’t change culture. Management invites the workforce itself to change the
culture.”
(Lou Gerstner)
Putting people first
Implement interventions
to create HP culture
CULTURE CHANGE MANAGEMENT MODEL
The Roadmap:
Analyse status quo
Identify the need for
culture change
Involve people to
plan a new cultureCommunicate need
for change
Get managers to
walk the talk
Plan & communicate
strategy
Evaluate impact of
culture change
Re-alignment and improvement of
change interventions
High performance
PRACTICAL GUIDELINES• Get leadership to understand the importance of a
people-driven culture• Clear targets and measures for performance• Build & mobilise a critical mass of change agents• Plan to live the values – visible action• Recruit and exit according to the new culture• Reward positive behaviour - celebrate• Involve people and talk about culture• Communication and action is critical• Do things differently – innovate and improve• Act immediately on culture surveys• Get management and staff to walk the talk
CONCLUSION
You can not achieve high performance with a mediocre culture. If you want excellence and sustainability in a fast changing world, start living a people-
driven culture.
We set HR standards!
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