HR’s Role In Developing Organizational Culture

Where Mission and Vision MeetBy Thyonne GordonExecutive Director & COOA Place Called Home Youth CenterSouth Central, Los Angeles

HR In A Non-Profit Setting

Usually no specified department“One size fits all” philosophy Or whomever has the HR hat on is

the Director! That person may also be the

Accountant, Executive Director, Plumber and Security!

HR’s Conflicting Roles

HR person is in leadership positionLeaders help determine cultureHR administers benefits, personnel assistance and ‘friend’ to staffHR must balance which ‘hat’ to wear at what time

HR person must determine which role they play prior to assessing or analyzing a culture. It is important to understand that with this dual role, you are as much a part of the culture as the employees that you assess.

Understanding Organizational Culture

Personality of organizationCustoms and rightsShared beliefsSystemic with feedback from society, laws, stories, heroes, values, etc.

Understanding Organizational Culture

Members of organization and behaviors Assumptions-hypothesis becomes reality Values-initially started by Founder/Leader and

then assimilated Norms-how things are done around here Tangible signs or artifacts-include language,

technology, products, styles (clothing, salutations, myths, stories)

Structural stability-implies there is stable environmentIntegrated patterns-repetitive nature

How Do You Identify Culture?

Observe Behavior Language, customs, traditions

Groups norms Standards & Values Espoused Values (published, announced)

Rules of organizationHabits of thinking, acting & shared knowledgeMetaphors and/or symbolsSee, hear, feel

Varied “Types” of Culture

Academy Culture Highly skilled employees Work way up ranks Stable company environment

Examples: Universities, hospitals, large

corporations

Varied “Types” of Culture

Club Culture Employees “fit in” Start at bottom & stay with

organization Company promotes from within Values seniority

Examples: Military, law firms

Varied “Types” of Culture

Baseball Team Culture Employees are “free agents” with

highly prized skills In high demand Fast-paced, high-risk organizations

Examples: Investment banking, Advertising,

Dot.com

Varied “Types” of Culture

Fortress Culture Uncertainty with employees High skills (college grads) Massive re-organization with

companies

Examples: Savings and loans; large car

companies

Where Does Non-Profit Fit?

Combination of allSome skilled employeesWorking way up (and all over) in organizationEasy to find other jobs if you can juggleImportant to fit in while helping othersNever know when the next paycheck will come…or not!

Leader’s Create Organizational Culture

Beliefs, values & assumptions of founders are basis for organizationOrganizations don’t form accidentally Single person has idea Brings in more than one and creates group Group works together to raise funds Others are brought into existing history

HR “Nurtures” Culture

Leaders assumptions are taught to groupAs leadership changes, HR, becomes pivotal in sharing shift informationHR pivotal in hiring for the shiftHR must be in sync with Leadership (i.e. Executive Director)

HR Defines Culture

Pay attention to measures and controls What does the leader notice Is the leader clear or confused What are leaders emotional reactions How do they deal with crisis What is perceived as crisis

HR Shifts Culture

Role Modeling, Teaching and Coaching Act the part of the culture you want Show the culture to staff (i.e videos) Send messages through informal and

formal means Observe rewards, status and

punishment Use clear criteria for new hires

HR’s “Shift” of Organizational Culture

Make sure routines are visibleSystems and procedures give consistencyDesign of space and building is importantSymbolic purposes should be clearStories of past integrated with present and future culture

Does Your Organization Need a Change in Culture

Nothing in life is constant but changeChange is goodBut if it “ain’t broke” why fix itAnd . . . . . I don’t want everybody hating me!

Basic Changes In Non-Profit Culture

Poor Money Managers

Excellent Financial Planners

Grass roots start-ups

Entrepreneurial ventures

Hand-out / enabling places

Self-esteem building, pride emersion place

Broke, Broke, BrokeBeg, Beg, Beg

Financially solventInvestors/Fundraisers

Ready to Change Some Culture?

Be ready for a fight Mature organizations are hard to change Be ready for a fight

Unfreezing-motivation to change Disconfirming data - Cognitive restructuring

- Refreezing

Systems and procedures give consistency

Does the Mission Match the Vision?

Who the organization says they are and whom they serve should match where they are goingDecide the type of organization you are and methodize how to presentGet leadership consensus prior to employee by-in

Leadership is the Key!

No matter what you do, be sure that you are in a leadership capacity to influence change!

Those in less than leadership roles can ‘instigate’ change but it is not formalized structuring of culture.

When There Is A Disconnect

When all else fails…back to basicsThere was a culture … go back to it … with the entire staff Do a coat of arms describing culture Do team play projects & individual Define people with culture of place

(i.e. dress code, hours of operation)

Practical Methods to Resolve Culture Issues

Staff meetingsListen to all sidesSee, hear and learnAsk staff to provide solutions

Practical Methods to Resolve Culture Issues

Is Everybody Happy?

Everyone will never be happy! But if you can get most of the staff happy, some of the time…you are beating the odds!

Complainers will eventually ‘weed’ themselves out.

Evolution from Leadership to Culture to “It’s HR’s Problem!”

Nothing is changed overnightAs HR professionals, you can change small things at a timeStart in the bathrooms (i.e. clean from the bottom up)Listen to your staff in who they are and who they want to become

References

Organizational Culture and Leadership by Edgar H. ScheinDownsizing and Organizational Culture by Thomas A. HickokOrganizational Culture by Carter McNamara, Ph.DWhat is a company for? Courtesy of Michael Shanks Memorial Lecture reprint (13 pages)“Employee involvement in declining organizations, Human Resources Management 22(4) pp. 445-465 by S.A. Mohrman and A.M. Mohrman, Jr.Work and Motivation by V. Vroom