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Understanding Your Organizations Culture: Tools to Make HR Practices Strategic Sheila L. Margolis, PhD May 26, 2011.

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Presentation on theme: "Understanding Your Organizations Culture: Tools to Make HR Practices Strategic Sheila L. Margolis, PhD May 26, 2011."— Presentation transcript:

1 Understanding Your Organizations Culture: Tools to Make HR Practices Strategic Sheila L. Margolis, PhD May 26, 2011

2 2 What Is Valued at Whole Foods Market?

3 What Is Valued at Zappos? 3

4 Use Culture to Generate Success

5 5 Agenda 1. Define Core Culture 2. Align HR Practices with Core Culture

6 The Podiatry Institute St. Judes Recovery Center, Inc. American College of Rheumatology Southeastern Lung Care Gastrointestinal Specialists of Georgia, PC Manage Culture & Change

7 Speak, Teach and Write

8 8 Think About Your Organization… Choose one value that would enable your company to compete and thrive.

9 9 Agenda 1. Define Core Culture 2. Align HR Practices with Core Culture

10 10 Understand Your Core Culture Strategic Goal Strategic Goal Strategic Goal Strategic Goal Core Culture Vision Purpose Philosophy Priorities

11 11 Define the Purpose: Why Is this Work Important? Purpose Strategic Goal Strategic Goal Strategic Goal Strategic Goal Vision Why?

12 12 Support Health, Well-being and Healing

13 13 What Is Your Gift to Society Through Your Work?

14 14 Keep the Purpose Brief in Length We protect the American people

15 15 Ensure the Purpose Is Broad in Scope We organize the worlds information

16 16 Unite Around a Shared Purpose

17 17 Use the Tool: Core Culture Interview: Purpose 1. What is the purpose of your organization? 2. Why is that important? (Ask up to five times.) The Purpose is:______________________ Purpos e

18 18 Purpose Options Not at all % A little % Moderately % Quite a bit % Very much % Very much + Quite a bit % To cultivate relationships To promote friendships To be a home away from home To enhance lives To make people happy Case Example: Purpose

19 19 Define the Philosophy: How Is the Organization Unique? Purpose Strategic Goal Strategic Goal Strategic Goal Strategic Goal Vision Philosoph y Distinctive & Enduring How?

20 20 Live the Southwest Spirit: Herb Kelleher Purpose Strategic Goal Strategic Goal Strategic Goal Strategic Goal Vision Philosophy Distinctive & Enduring How?

21 21 Preserve the Purpose and Philosophy Strategic Goal Strategic Goal Strategic Goal Strategic Goal Vision Philosophy Purpose Organizational Identity

22 22 Entertain through the Disney Magic Philosophy Purpose We Make People Happy Imagination

23 23 Use the Tool: Core Culture Interview: Philosophy 3. What prime value is fundamental and distinctive to your company? 4. Describe the founder and the ideals that drove the organizations founding. 5. What makes your organization feel different from others doing similar work? The Philosophy is:_______________________ Purpose Philosophy

24 24 Case Example: Philosophy Purpose We make people happy Club Standard Philosophy We Anticipate Needs and Exceed Expectations with a Sense of Urgency. We Consistently deliver Superior Experiences. We pay Attention to Details. We have heartfelt Caring and Respect for all. All of the above is the difference between Good and GREAT!

25 25 Define the Priorities: How To Compete & Thrive? Purpose Philosophy Strategic Goal Strategic Goal Strategic Goal Strategic Goal Vision Strategic How? Prioritie s

26 26 Decide How to Achieve the What Purpose Philosophy Strategic Goal Strategic Goal Strategic Goal Strategic Goal Vision Strategic How? Prioritie s What?

27 Manage Smarter

28 Improve Collaboration

29 6. What should we focus on and pay attention to? 7. To effectively achieve our strategy, what values should guide how we work? 8. What key values, if followed, would help us compete and thrive? The Priorities are:______________________ 29 Use the Tool: Core Culture Interview: Priorities Priorities Purpose Philosophy

30 30 Case Example: Priorities Training & Development Increase employees knowledge and skills so they share a common vision and goals, and practice the Club Standard in their daily interactions Purpose Philosophy Priorities Teamwork All working together -- to make people happy through the Club Standard Communication Open, honest, and timely sharing of information from the top down, from the bottom up, between departments, and between locations

31 31 Understand Your Hidden Asset Strategic Goal Strategic Goal Strategic Goal Strategic Goal Core Culture Vision Purpose Philosophy Priorities Core Culture

32 32 Use the Tool: Core Culture Interview 1. What is the purpose of your organization? 2. Why is that important? (Ask up to five times.) The Purpose is:______________________________ 3. What prime value is fundamental and distinctive to your company? 4. Describe the founder and the ideals that drove the organizations founding. 5. What makes your organization feel different from others doing similar work? The Philosophy is:____________________________ 6. What should we focus on and pay attention to? 7. To effectively achieve our strategy, what values should guide how we work? 8. What key values, if followed, would help us compete and thrive? The Priorities are:____________________________ Priorities Purpose Philosophy

33 33 Define Your Core Culture Strategic Goal Strategic Goal Strategic Goal Strategic Goal Core Culture Vision Purpose Philosophy Priorities Definitions Examples & Stories

34 34 Include Everyone in Defining the Core Culture

35 35 Agenda 1. Define Core Culture 2. Align HR Practices with Core Culture

36 Align the Five Ps 36 Priorities Purpose Philosophy Projections Strategic Goal Strategic Goal Strategic Goal Strategic Goal Vision Practices Internal & External Core Culture

37 37 Align Internal Practices with the Core Priorities Purpose Philosophy Internal Practices Projections External Practices Strategic Goal Strategic Goal Strategic Goal Strategic Goal Vision Core Culture

38 38 Structure, Work Design & Systems Recruitment & Selection Training & Development Performance Management Internal Communications Technology Align Internal Practices with the Core

39 Use the Tool: Internal Practices Alignment Audit Degree of Alignment Extremely Extremely Unaligned Aligned Recommendations to Improve Alignment PurposePhilosophyPriorities

40 40 Audit Structure, Work Design & Systems To what degree do the following align with the Core Culture… Degree of Alignment Extremely Extremely Unaligned Aligned Recommendations to Improve Alignment PurposePhilosophyPriorities 1. Does the organizational structure support the Core Culture? 2. Do job titles reflect the Core Culture? 3. Does the design of work reinforce the Core Culture? 4. Do systems for doing work align with the Core Culture? 5. Does decision making reflect the Core Culture?

41 41 Align Structure with the Customer Service Culture

42 42 Align Job Titles with the Revolutionary Culture

43 Align Work Design with WOW Service

44 Change Guidelines to Improve Quality

45 Align Systems with Fun and a Little Weirdness

46 Encourage Employees to Make Decisions

47 47 Audit Recruitment & Selection To what degree do the following align with the Core Culture… Degree of Alignment Extremely Extremely Unaligned Aligned Recommendations to Improve Alignment PurposePhilosophyPriorities 6. Do recruitment materials reflect the Core Culture? 7. Do recruitment practices support the Core Culture? 8. Do you talk about the Core Culture with applicants? 9. Do you model the Core Culture when meeting with applicants? 10. Do you interview for culture fit?

48 48 Align Recruitment Materials with the Disney Culture

49 49 Use Recruitment Practices to Support the Teamwork Culture

50 50 Talk about the Core Culture with Applicants

51 Model the Core Culture When Meeting with Applicants 51

52 Interview for Fit with a Culture of Fun and a Little Weirdness If you could be a superhero, which one would you be?

53 53 Audit Training & Development To what degree do the following align with the Core Culture… Degree of Alignment Extremely Extremely Unaligned Aligned Recommendations to Improve Alignment PurposePhilosophyPriorities 11. Do you orient new employees to the Core Culture? 12. Do you train new employees in the skills to be able to practice the Core Culture? 13. Do you provide ongoing training to ensure actions meet/ exceed standards for living the Core Culture? 14. Does the way training is conducted model the Core Culture?

54 54 Orient and Train New Employees to Understand and Practice the Core

55 55 Provide Ongoing Training to Ensure Quality Standards

56 56 Ensure Training Models Pixars Culture of Collaboration

57 57 Audit Performance Management To what degree do the following align with the Core Culture… Degree of Alignment Extremely Extremely Unaligned Aligned Recommendations to Improve Alignment PurposePhilosophyPriorities 15. Do employees have standards for performance linked to the Core Culture? 16. Do you hold employees accountable for personal action plans that reinforce the Core Culture? 17. Do you give positive feedback to employees who model the Core Culture? 18. Do you celebrate the achievement of goals that promote the Core Culture?

58 58 90 Day Action Plan Align Performance with the Core

59 Give Positive Feedback to Employees who Model the Core Culture

60 Celebrate the Achievement of Goals that Promote the Core Culture

61 61 Link Bonus Pay to Team Performance

62 62 Audit Internal Communications To what degree do the following align with the Core Culture… Degree of Alignment Extremely Extremely Unaligned Aligned Recommendations to Improve Alignment PurposePhilosophyPriorities 19. Do you disseminate information about the Core Culture? 20. Does the flow of information align with the Core Culture? 21. Do leaders regularly talk about and demonstrate the Core Culture principles and values? 22. Do meetings reflect the Core Culture?

63 Disseminate Information about the Core

64 Align Flow of Information with the Core

65 65 Talk about and Demonstrate the Core

66 66 Align Meetings with the Core Culture

67 67 Audit Technology To what degree do the following align with the Core Culture… Degree of Alignment Extremely Extremely Unaligned Aligned Recommendations to Improve Alignment PurposePhilosophyPriorities 23. Do you use equipment to support the Core Culture? 24. Does your software effectively support the Core Culture? 25. Does your intranet align with the Core Culture?

68 68 Use Technology to Enhance Customer Service

69 Align the Intranet with the Core

70 Use the Tool: Internal Practices Alignment Audit Degree of Alignment Extremely Extremely Unaligned Aligned Recommendations to Improve Alignment PurposePhilosophyPriorities

71 Use Culture to Generate Success

72 72 Agenda 1. Define Core Culture 2. Align HR Practices with Core Culture

73 73 Understand Your Core Culture Strategic Goal Strategic Goal Strategic Goal Strategic Goal Core Culture Vision Purpose Philosophy Priorities

74 74 Use the Tool: Core Culture Interview 1. What is the purpose of your organization? 2. Why is that important? (Ask up to five times.) The Purpose is:______________________________ 3. What prime value is fundamental and distinctive to your company? 4. Describe the founder and the ideals that drove the organizations founding. 5. What makes your organization feel different from others doing similar work? The Philosophy is:____________________________ 6. What should we focus on and pay attention to? 7. To effectively achieve our strategy, what values should guide how we work? 8. What key values, if followed, would help us compete and thrive? The Priorities are:____________________________ Prioritie s Purpose Philosophy

75 75 Define Your Core Culture Strategic Goal Strategic Goal Strategic Goal Strategic Goal Core Culture Vision Purpose Philosophy Priorities Definitions Examples & Stories

76 76 Include Everyone in Defining the Core Culture

77 Use the Tool: Internal Practices Alignment Audit Degree of Alignment Extremely Extremely Unaligned Aligned Recommendations to Improve Alignment PurposePhilosophyPriorities

78 78 Culture Is Your Distinctive Advantage

79 79 Culture Is the Basis for Your Success

80 80 What Is Valued at Neiman Marcus?

81 81 Build Your Culture of Distinction For more information:


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