right culture right now may 2012

Right culture right now

by Toronto Training and HR

May 2012

Contents3-4 Introduction to Toronto Training and HR5-6 What is culture?7-8 Essential components of culture9-10 Typology of cultures11-12 Hybrid organizations13-15 Reasons to care about organizational culture16-17 Building a strong brand culture18-19 Impact of location on culture20-21 Impact of communication on culture22-23 Culture of positive emotion24-25 Fundamentals for an effective team culture26-29 Maximizing employee engagement through culture30-31 Driving an attitude, aptitude and action culture32-33 The positive accountability culture34-35 A high performance culture36-37 Congruence and culture38-42 Questions to ask when examining the

organizational culture43-45 Marketing your culture to prospective employees46-48 20th century organization v 21st century

organization 49-50 What will a great company culture give you?51-52 Drill53-54 Case study55-56 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 event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &

morale- Services for job seekers

What is culture?

What is culture?

Family cultureCommunity cultureCorporate cultureOrganizational culture

Strong cultureWeak culture

Essential components of culture

Essential components of culture

ExperiencesBeliefsActions

Typology of cultures

Typology of culturesLow uncertainty avoidance

High uncertainty avoidance

High power distance

Pyramid of people

Well-oiled machine

Low power distance

Family Village market

Hybrid organizations

Hybrid organizations

FIVE OPERATING MODELS‘Follow me’‘Bump’‘People first’‘Untraditional’‘Holistic’

Reasons to care about organizational culture

Reasons to care about organizational culture 1 of 2People make decisions about which companies to join on the basis of the company’s reputation for how it treats peopleCulture is also a key factor in determining how much employees will like working with you, and as such, companies with poor organizational culture will have higher turnover and thus spend more on recruiting

Reasons to care about organizational culture 2 of 2Organizational culture impacts how happy your employees are, and all things being equal, happy employees are generally more productive than unhappy employeesYour organization’s culture exists whether you like it or notOrganizational culture is unique to you and it can’t be bought, stolen, or copied

Building a strong brand culture

Building a strong brand culture

Combine marketing and HRHire to your cultureTeach them and they will leadAlignment trumps valuesGo forth and co-createEmbrace frustration

Impact of location on culture

Impact of location on culture

Multi-active: warm, emotional, loquacious, impulsive, which applies to Latin American countriesReactive: courteous, amiable, accommodating, compromisers, which applies to Asian countries such as VietnamLinear-active: cold, factual, decisive, planners, which applies to Anglo-Saxon-speaking countries such as the UK

Impact of communication on

culture

Impact of communication on culture

Metaphors and descriptionsStoriesCeremoniesRites

Culture of positive emotion

Culture of positive emotion

MANAGERIAL CHARACTERISTICSEncouraging good humourGiving plenty of positive feedbackExhibiting confidence and enthusiasmDiscouraging aggression between colleaguesEncouraging celebrations of success

Fundamentals for an effective team culture

Fundamentals for an effective team culture

Keep politics out of the business environment Communicate and then communicate more Establish a mature business environmentOpen the doorsHelp the team get to know each other

Maximizing employee engagement through

culture


culture 1 of 3

CultureLeadership Fit


culture 2 of 3

CONSIDER FITIdentify selection criteria firmly rooted in organizational cultureIncorporate peer recruiting into the hiring process, Take as long as necessary to recruit the right fit Design a comprehensive onboarding program for new hires that strategically initiates them into the organization’s business and culture


culture 3 of 3

CONSIDER FITManage performance effectively and institute proper rewards and recognitionInstitute career management in alignment with bona fide career opportunities Reintroduce development programs for all leaders

Driving an attitude, aptitude and action

culture

Driving an attitude, aptitude and action culture

Practice G3Determine what’s important to othersDon’t take yourself too seriously

The positive accountability culture

The positive accountability culture

Casual cultureCompliant cultureChaotic cultureCommitted culture

A high performance culture

A high performance culture

BEHAVIOURS TO PRACTICEVisionChallengeSupport

Congruence and culture

Congruence and culture‘Me principles’ ‘Me + You’

principles

Right people fit Successful organization

Great organization

Poor people fit Employer of last resort

Improving organization

Questions to ask when examining the

organizational culture


organizational culture 1 of 4How often, and from whom, does the CEO/MD receive open, honest and direct feedback?Are people encouraged to be really honest when giving feedback around here?What happens to people who provide constructive feedback to their manager?Does the performance appraisal process encourage a two-way flow of feedback?


organizational culture 2 of 4Where do the senior team get information regarding their effectiveness?Is peer to peer feedback encouraged? Does it happen?How much informal feedback do people get from each other?


organizational culture 3 of 4Do we regularly collect both qualitative and quantitative feedback from our customers, clients, or people who use our services?What do we do with such feedback when we get it?What training and support do our managers receive when they become managers? Are they trained specifically in the skills of giving feedback?


organizational culture 4 of 4Does our culture support ‘upward challenge’?What forums are there for people to share their thoughts and views on how the senior team is performing, or on what’s happening in the organization?

Marketing your culture to prospective

employees

Marketing your culture to prospective employees 1 of

2Identify and explain your corporate culture. You may need to do an employee survey, hold a focus meeting or review your mission statement, vision and marketing materials to get a good overviewDevelop a set of attributes common to your employees – then define themDesign your recruitment advertising and careers website with your company culture in mind

Marketing your culture to prospective employees 2 of

2Look for ways to use employer branding to bring your company’s voice aliveIn interviews, ask people to define some of your company’s attributes-check to see whether their answers reflect your corporate cultureUse behavioural interviews to understand the ideas and actions of job candidates, as opposed to simply their skills

20th century organization v 21st

century organization

20th century organization v 21st century organization 1

of 220TH CENTURYVertically integratedTop-down leadershipBuild the ultimate productGain efficiencyHoard information/build IPExperts/Lone heroSecurityPush

20th century organization v 21st century organization 2

of 221ST CENTURYHorizontally networkedDistributed responsibilityContinuous improvementScale learning/learning new skillsShare informationHigh-performance teamsTransparencyPull

What will a great company culture give

you?

What will a great company culture give you?

Easy recruitmentPowerful retentionHigh levels of creativity and innovationImproved customer serviceA great workplace that customers like too

Case study

Conclusion and questions

Conclusion and questions

SummaryVideosQuestions

right culture right now may 2012

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