All you want to know about culture and cultural change by Toronto Training and HR July 2015
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All you want to know about culture and cultural change
by Toronto Training and HR
July 2015
Page 2
CONTENTS3-4 Introduction5-8 Elements of culture9-11 Components of workplace courage12-15 Creating a culture of trust16-19 Ethics and culture20-21 Leadership and culture22-24 Management behaviours and common cultural
gaps 25-27 Employee engagement and culture28-29 Competing values framework30-31 Building a performance-based work culture32-33 Maintaining a strong team culture34-36 Turning your organization into a culture of
readers37-39 The impact of a merger on culture40-42 Instilling an accountability-based culture43-44 A lesson on culture from schools45-48 Case studies49-50 Conclusion, summary and questions
Page 3
Introduction
Page 4
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 banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers
Page 5
Elements of culture
Page 6
Elements of culture 1 of 3
• Create a vision• Establish clear goals• Communicate• Use the
organization’s core values
• Select and develop talent
• Empower employees• Maintain a
performance orientation
Page 7
Elements of culture 2 of 3
• Use teamwork• Be consistent• Focus on value
enhancement• Be proactive• Address resident
and customer needs
• Allow balance in employee work and life
Page 8
Elements of culture 3 of 3
Core elements• What we believe• The tools we use• How we behave
Page 9
Components of workplace courage
Page 10
Components of workplace courage 1 of 2
• Morally worthy goal• Intentional action• Perceived risks,
threats or obstacles
Page 11
Components of workplace courage 2 of 2
• Storylines• Self-identity• Identity tension
Page 12
Creating a culture of trust
Page 13
Creating a culture of trust 1 of 3
• Organizational communication
• Personal trust• Change communications
and transition management
• Employee communication
• Customer trust• Knowledge sharing and
collaboration• Public relations• Principles and skills
Page 14
Creating a culture of trust 2 of 3
Actions for leaders• Tell people what you
know and don’t know• Explain why• Be consistent• Don’t spin• Communicate,
communicate and communicate
• Be realistic• Be accountable
Page 15
Creating a culture of trust 3 of 3
Actions for leaders (continued)• Acknowledge and
honour people’s contributions
• Be authentic• Share information
Page 16
Ethics and culture
Page 17
Ethics and culture 1 of 3
• Ethical content• Ethical operations• Ethical individuals
• Hallmarks of an ethical workplace
• An ethical culture inventory
Page 18
Ethics and culture 2 of 3
Ingredients in an ethical workplace• Compliance• Fairness• Motive-based trust• Ethical working self-
concept
Page 19
Ethics and culture 3 of 3
Types of ethical culture• Virtuous workplace
culture• Positive workplace
culture• Compliant workplace
culture
Page 20
Leadership and culture
Page 6
Leadership and culture
Embedding mechanisms• Primary embedding
mechanism• Secondary embedding
mechanism
Page 22
Management behaviours and
common cultural gaps
Page 23
Management behaviours and common cultural gaps 1 of 2
• Communicating• Evaluating• Persuading• Leading• Deciding• Trusting• Disagreeing• Scheduling
Page 24
Management behaviours and common cultural gaps 2 of 2
Rules to remember• Don’t
underestimate the challenge
• Apply multiple perspectives
• Find the positive in other approaches
• Adjust and readjust your position
Page 25
Employee engagement and culture
Page 26
Employee engagement and culture 1 of 2
• Expectations• Behaviours• Language
Page 27
Employee engagement and culture 2 of 2
Steps to take• Define the required
culture• Ask everyone to
describe the current culture in one word
• Identify if there is a gap, then build a plan to close the gap
Page 28
Competing values framework
Page 29
Competing values framework
• Clan-human affiliation• Adhocracy-change• Market-achievement• Hierarchy-stability
• Beliefs• Values• Artifacts or behaviours• Effectiveness criteria
Page 30
Building a performance-based
work culture
Page 31
Building a performance-based work culture
• SMART objectives• Questions to ask
around outcome-based objective-setting
• A team drill around the ultimate outcome
• Identify activities that enable the outcome and activities that don’t
• Measure success• Who sets objectives?
Page 32
Maintaining a strong team culture
Page 33
Maintaining a strong team culture
• Keep the foundations strong
• Increase the involvement of team members
• Demonstrate trust in your team
• Keep up teambuilding activities
• Ask for feedback about your own performance
Page 34
Turning your organization into a culture of readers
Page 35
Turning your organization into a culture of readers 1 of 2
• Expand the scope of available knowledge
• Spur innovation• Create individualized
learning solutions• Foster meaningful
connections and collaborations
• Make knowledge stick
• Invest in human capital and leadership skills
Page 36
Turning your organization into a culture of readers 2 of 2
• Curate a dynamic body of knowledge
• Raise awareness and visibility
• Find evangelists• Encourage reading
through acknowledgement and incentives
• Incorporate a reading in your next meeting or activity
Page 37
The impact of a merger on culture
Page 38
The impact of a merger on culture 1 of 2
Three phases involved• Pre-merger• Integration• Stabilization
Page 39
The impact of a merger on culture 2 of 2
Steps to take• Take the best of both
worlds• Don’t assume you will
achieve total integration• Include leaders from both
teams• Avoid uniformity for
uniformity’s sake• Help former competitors
become collaborators• Communicate early and
often
Page 40
Instilling an accountability-based
culture
Page 41
Instilling an accountability-based culture 1 of 2
• Conduct an accountability review
• Hold an accountability boot camp
• Start with a behaviour statement
• Regularly meet up and talk it through
• Don’t promote accountability shirkers
Page 42
Instilling an accountability-based culture 2 of 2
• Hire accountable people• Monitor your success
and make adjustments as needed
Page 43
A lesson on culture from schools
Page 44
A lesson on culture from schools
• Take care of yourself• Take care of each other• Take care of this
place/take care of business
Page 45
Case studies
Page 46
Case studies 1 of 3
Page 47
Case studies 2 of 3
Page 48
Case studies 3 of 3
Page 49
Conclusion, summary and questions
Page 50
Conclusion, summary and questions
ConclusionSummaryVideosQuestions
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