People Culture – What’s it all about?

By: Paul Addy

On: 28th April @ 13:00

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Director – Paul M. Addy

MCIPD

People Culture – What’s

it all about?

Paul Addy MCIPD Paul.addy@positivepeoplehr.co.uk

• I am a qualified Director of HR with over 19 years’ experience in all aspects of human resources

• I have worked for large corporate organisations such as Barclays, Co-operative Financial Services, General Electric (GE), Pace Technology and ASDA

• Most recently I have been the Director of HR for the Lowell Group, a medium sized financial services organisation

• I am a qualified workplace mediator and have a passion for employee engagement and doing the right thing

• Qualified as a Saville and Holdsworth level A&B practitioner

Learning outcomes

• To understand what company culture is and be better positioned to define it • To be able to articulate what the drivers of an engaged team are • To gain a greater understanding of some of the tools available to measure your employee engagement and your

people culture

Organisational Culture

Pattern of shared values and believes that produce certain norms of behaviour (Organisational Behaviour an Experimental Approach, Dec 2006, Joyce S

Osland, David A Kolb, Irwin M Rubin (Author), Marlene E Turner)

It includes:- • Expectations, experiences, philosophy and values that hold it together

• It is expressed in its self image, inner workings, interactions externally and future expectations

• It is based on shared attitudes, beliefs, customs, and written and unwritten rules that have been developed

overtime and are considered valid

Purpose of organisational culture

• To provide a sense of identity for the organisation

• Generate commitment/engagement

• Help makes sense of things that happen within the company

• Provides controls through policies and written documentation

• Defines boundaries

How culture is demonstrated

1. The ways the organisation conducts its business, treats its employees, customers and the wider community

2. The extent to which freedom is allowed in decision making, developing new ideas and personal expression

3. How power and information flow through its hierarchy

4. How committed employees are to collective objectives

It affects the organisations productivity and performance and provides guidelines on customer service, a strong organisational culture can be a primary generator of real motivation, commitment and full engagement. Culture is unique for every organisation and one of the hardest things to change.

Sources of Culture At a surface level 1. Visible symbols – Office environment 2. Slogans – Strap lines 3. Languages 4. Behaviours 5. Histories 6. Stories 7. Dress codes Underlying level 1. Core values 2. Beliefs 3. Common assumptions of each employee

Defining a strong organisational culture

• Do all employees in the organisation have a common understanding of the purpose, strategy and goals?

• What are the core values of the organisation and does everyone have a common understanding of the values?

• Is there a team spirit in the organisation?

• Is everyone highly involved and committed?

• How does the company define success?

• How does the organisation handle agreement and disagreement?

• What behaviours are regarded as deviant in the company?

• How adaptive and innovative is the company?

Poll - Does your organisation have a vision for what it wants its culture to be? Yes/No

Employee Engagement

Employee engagement is to what extent employees have a sense of belonging or are prepared to give discretionary effort to the company. Engagement elements:- • To Connect – Is the employee engaged with the purpose, vision and mission of the business, do you have values or

behaviours that your employees can relate to, what is the relationship like with the employees manager?

• To Communicate – Do your employee’s know what is going on in the organisation, do they feel up to date on the performance of the business?

• To Develop – Do your employees feel they have the skills to do the job they were employed to do, do they have the opportunity to further develop?

Employee Engagement

Engagement elements cont.:- • To Involve – Do you ask for opinions and ideas from your employee, do you involve them in developing change?

• To Reward – Do your employees feel valued, do you have financial and non financial initiatives?

Engagement might vary in organisation but these elements will help and embedded effectively will support a people- centric organisation. Key to the successful embedding of engagement is to create a model that is visible to employees and that regular communication is in place.

Employee Engagement

Engagement elements, practical solutions:- • To Connect

• Create the vision and purpose for the organisation • Develop values and/or behaviours • Develop recruitment strategies that ensure cultural matches • Develop leadership capability • Create a proactive one to one process • Create a dignity at work policy • Create a pre-employment engagement programme

• To Communicate

• Carry out face to face briefings to update employee, such as roadshows, team briefs • Develop regular communication channels such as email articles, plasma screens and a centralised internal

intranet.

Employee Engagement

Engagement elements, practical solutions:- • To Develop

• Develop a comprehensive generic induction programme • Develop a programme to ensure new employees have the skills to do the job • Create a performance management process that focuses on development • Carry out assessments of your companies capability • Develop talent management processes • Develop a recruitment strategy that allows people internal to apply for internal roles

• To Involve

• Create employee forums • Use focus groups when implementing change • Implement ideas schemes • Give employees the opportunity to meet with senior managers

Employee Engagement

Engagement elements, practical solutions:- • To Reward

• Ensure that your remuneration strategy is clear and fair • Create opportunities for visible simple thanks • Create and employee of the month programme • Create a loyalty programme • Develop individual award programmes • Develop team award strategies • Celebrate successes in the business

If you think you have all these initiatives in place, consider this, how do you communicate or bring these together, is it visible to everyone?

Poll - Do you think your organisation has a truly people centric culture?

Measuring Engagement

There are a number of ways in which you can measure the engagement of your people. • Analyse the performance of your business • Analyse customer feedback, understand complaints, take part in independent customer surveys such as Investors

in Customer (IIC) • Analyse your HR KPIs such as attrition (employee turnover), absence levels etc. • Implement exit interviews • Carryout employee surveys • Develop temperature check initiatives such as quick, regular surveys or software based initiatives • Use focus groups/employee forums or meetings with leadership team to understand key issues • Use independent frameworks to assess your people strategies and engagement such as Investors in People (IIP),

100 top companies, CIPD awards etc.

Poll - Would you like to use frameworks and tools to help your organisation assess and

understand its employee culture?

Benefits of developing a positive people culture

• Increase in overall business performance • Improved retention and absence rates which impacts on overall bottom line • Increases customer experience and satisfaction • Everyone has a clear sense of purpose • Provides loyalty • Develops pride in the organisation

Thank you Any Questions?

Contact Information Email: paul.addy@positivepeoplehr.co.uk Tel: 01484 430331 Mob: 07798 656508 Website: www.positivepeoplehr.co.uk

Telephone: 0113 322 7240

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