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Understanding Your Company’s Culture: Tools to Make HR Practices Strategic Sheila L. Margolis • June 24, 2008
©2008 Sheila L. Margolis www.CultureofDistinction.com 2
Whole Foods Whole People Whole Planet
©2008 Sheila L. Margolis www.CultureofDistinction.com 3
Blow away the customer
©2008 Sheila L. Margolis www.CultureofDistinction.com 4
Are your HR practices strategic?
©2008 Sheila L. Margolis www.CultureofDistinction.com 5
Use culture to drive success
Organizational Culture
HR Practices
Business Success
©2008 Sheila L. Margolis www.CultureofDistinction.com 6
Are you a Culture and Change Steward?
©2008 Sheila L. Margolis www.CultureofDistinction.com 7
Agenda
1. Define Core Culture
2. Align HR Practices with Core Culture
©2008 Sheila L. Margolis www.CultureofDistinction.com
Manage culture and change
8
©2008 Sheila L. Margolis www.CultureofDistinction.com 9
Speak, teach and write
©2008 Sheila L. Margolis www.CultureofDistinction.com 10
Think about your organization…
1. Write one value that would enable your company to compete and thrive.
2. Share your response with another person.
©2008 Sheila L. Margolis www.CultureofDistinction.com 11
Agenda
1. Define Core Culture
2. Align HR Practices to Core Culture
©2008 Sheila L. Margolis www.CultureofDistinction.com 12
Understand your Core Culture
Strategic Goal
Strategic Goal
Strategic Goal
Strategic Goal
Core Culture
Vision
Purpose
Philosophy
Priorities
©2008 Sheila L. Margolis www.CultureofDistinction.com 13
Purpose:“Why” is this work important?
Purpose
Strategic Goal
Strategic Goal
Strategic Goal
Strategic Goal
Vision
Why?
©2008 Sheila L. Margolis www.CultureofDistinction.com 14
We support health, well-being and healing
©2008 Sheila L. Margolis www.CultureofDistinction.com 15
What is your gift to society through your work?
©2008 Sheila L. Margolis www.CultureofDistinction.com 16
Purpose is brief in length
To protect the
Americanpeople
©2008 Sheila L. Margolis www.CultureofDistinction.com 17
Purpose is broad in scope
To organize the world’sinformation
©2008 Sheila L. Margolis www.CultureofDistinction.com 18
Purpose must be shared
©2008 Sheila L. Margolis www.CultureofDistinction.com 19
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? Give examples.
4. What ideals drove the organization’s founding?
5. What makes your organization feel different from other organizations doing similar work?
The Philosophy is:____________________________
6. To effectively achieve our strategy, what values should guide everyone in how we do our work? Explain.
7. What key values, if followed, would allow us to compete and thrive?
The Priorities are:____________________________
©2008 Sheila L. Margolis www.CultureofDistinction.com 20
Philosophy:“How” is the organization unique?
Purpose
Strategic Goal
Strategic Goal
Strategic Goal
Strategic Goal
Vision
Philosophy“Distinctive” & “Enduring” How?
©2008 Sheila L. Margolis www.CultureofDistinction.com 21
Herb Kelleher represents the Southwest Spirit
Purpose
Strategic Goal
Strategic Goal
Strategic Goal
Strategic Goal
Vision
Philosophy“Distinctive” & “Enduring” How?
©2008 Sheila L. Margolis www.CultureofDistinction.com 22
Amazon obsesses over customer service
Purpose
Strategic Goal
Strategic Goal
Strategic Goal
Strategic Goal
Vision
Philosophy“Distinctive” & “Enduring” How?
©2008 Sheila L. Margolis www.CultureofDistinction.com 23
Purpose and Philosophy are Organizational Identity
Strategic Goal
Strategic Goal
Strategic Goal
Strategic Goal
Vision
Philosophy OrganizationalIdentityPurpose
©2008 Sheila L. Margolis www.CultureofDistinction.com 24
Purpose = To make people happyPhilosophy = Imagination
Strategic Goal
Strategic Goal
Strategic Goal
Strategic Goal
Vision
Philosophy OrganizationalIdentityPurpose
©2008 Sheila L. Margolis www.CultureofDistinction.com 25
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? Give examples.
4. What ideals drove the organization’s founding?
5. What makes your organization feel different from other organizations doing similar work?
The Philosophy is:____________________________
6. To effectively achieve our strategy, what values should guide everyone in how we do our work? Explain.
7. What key values, if followed, would allow us to compete and thrive?
The Priorities are:____________________________
©2008 Sheila L. Margolis www.CultureofDistinction.com 26
Priorities:“How” to compete & thrive?
Purpose
Philosophy
Strategic Goal
Strategic Goal
Strategic Goal
Strategic Goal
Vision
“Strategic” How?Priorities
©2008 Sheila L. Margolis www.CultureofDistinction.com 27
Priorities are strategic values
Purpose
Philosophy
Strategic Goal
Strategic Goal
Strategic Goal
Strategic Goal
Vision
“Strategic” How?Priorities
What?
©2008 Sheila L. Margolis www.CultureofDistinction.com 28
Uncover the few Priorities
Quality Flexibility
Customer Service
Teamwork
Intelligence
Learning
Caring
Relationships
CollaborationPartnerships
Aggressiveness
Hard Work
Perseverance
Talent
Innovation
Creativity Diversity
Performance
Risk Taking
Excellence
Openness
Fun
Safety
Sustainability Friendliness
Imagination
Integrity
©2008 Sheila L. Margolis www.CultureofDistinction.com 29
Quality is valued at Whole Foods Market
©2008 Sheila L. Margolis www.CultureofDistinction.com 30
Georgia-Pacific values safety
©2008 Sheila L. Margolis www.CultureofDistinction.com 31
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? Give examples.
4. What ideals drove the organization’s founding?
5. What makes your organization feel different from other organizations doing similar work?
The Philosophy is:____________________________
6. To effectively achieve our strategy, what values should guide everyone in how we do our work? Explain.
7. What key values, if followed, would allow us to compete and thrive?
The Priorities are:____________________________
©2008 Sheila L. Margolis www.CultureofDistinction.com 32
Core Culture is your hidden asset
Priorities
Purpose
Philosophy Core Culture
©2008 Sheila L. Margolis www.CultureofDistinction.com 33
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? Give examples.
4. What ideals drove the organization’s founding?
5. What makes your organization feel different from other organizations doing similar work?
The Philosophy is:____________________________
6. To effectively achieve our strategy, what values should guide everyone in how we do our work? Explain.
7. What key values, if followed, would allow us to compete and thrive?
The Priorities are:____________________________
©2008 Sheila L. Margolis www.CultureofDistinction.com 34
Core Culture Map with Definitions, Examples & Stories
Purpose
Philosophy
PrioritiesDefinitions
Examples &Stories
©2008 Sheila L. Margolis www.CultureofDistinction.com 35
Workshop
Workshop &Dialogue
Workshop, Surveys &Follow-up
ComprehensiveAssessment
Options
Choose the best way to define your organization’s Core Culture
©2008 Sheila L. Margolis www.CultureofDistinction.com 36
Agenda
1. Define Core Culture
2. Align HR Practices to Core Culture
©2008 Sheila L. Margolis www.CultureofDistinction.com 37
Words = Actions
©2008 Sheila L. Margolis www.CultureofDistinction.com
Align the Five Ps
38
Priorities
Purpose
Philosophy
Internal Practices
Projections
External Practices
Strategic Goal
Strategic Goal
Strategic Goal
Strategic Goal
Vision
©2008 Sheila L. Margolis www.CultureofDistinction.com 39
Align Internal Practices to the Core
Priorities
Purpose
Philosophy
Internal Practices
Projections
External Practices
Strategic Goal
Strategic Goal
Strategic Goal
Strategic Goal
Vision
©2008 Sheila L. Margolis www.CultureofDistinction.com 40
Many Internal Practices are the domain of HR
Structure,Work
Design &Systems
Recruitment &
Selection
Training &
Development
Performance Management
Internal Communications
Technology
©2008 Sheila L. Margolis www.CultureofDistinction.com 41
Tool: Internal Practices Alignment AuditTo what degree…
Degree of Alignment Not 1 2 3 4 5 Very
Aligned Aligned
Recommendations
for Change
Structure, Work Design & Systems•Does your organizational structure facilitate the Core?•Do job titles and job descriptions reinforce the Core?•Do the systems for doing work support the Core?•Do systems exist that fix performance gaps in executing the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Recruitment & Selection•Do recruitment materials reflect the Core?•Do recruitment practices support the Core?•Do you talk about the Core with applicants?•Do you model the Core when you meet with applicants?•Do you interview for culture fit?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Training & Development•Do you orient new employees to the Core?•Do you train new employees in Core skills?•Do you provide ongoing training to ensure actions meet/exceed standards for living the Core?•Does your training model the Core attributes?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Performance Management•Do employees have standards for performance linked to the Core?•Do you hold employees accountable to personal action plans that reinforce the Core?•Do you recognize and reward employees who model the Core?•Do you celebrate the achievement of goals that promote the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Internal Communications•Do you disseminate information about the Core?•Does the flow of information align with the Core?•Does leadership talk about and demonstrate the Core?•Do meetings reflect the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Technology•Do you use equipment to support the Core?•Does your software effectively support the Core?•Does your intranet align with the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
©2008 Sheila L. Margolis www.CultureofDistinction.com 42
Tool: Internal Practices Alignment AuditTo what degree…
Degree of Alignment Not 1 2 3 4 5 Very
Aligned Aligned
Recommendations
for Change
Structure, Work Design & Systems•Does your organizational structure facilitate the Core?•Do job titles and job descriptions reinforce the Core?•Do the systems for doing work support the Core?•Do systems exist that fix performance gaps in executing the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Recruitment & Selection•Do recruitment materials reflect the Core?•Do recruitment practices support the Core?•Do you talk about the Core with applicants?•Do you model the Core when you meet with applicants?•Do you interview for culture fit?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Training & Development•Do you orient new employees to the Core?•Do you train new employees in Core skills?•Do you provide ongoing training to ensure actions meet/exceed standards for living the Core?•Does your training model the Core attributes?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Performance Management•Do employees have standards for performance linked to the Core?•Do you hold employees accountable to personal action plans that reinforce the Core?•Do you recognize and reward employees who model the Core?•Do you celebrate the achievement of goals that promote the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Internal Communications•Do you disseminate information about the Core?•Does the flow of information align with the Core?•Does leadership talk about and demonstrate the Core?•Do meetings reflect the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Technology•Do you use equipment to support the Core?•Does your software effectively support the Core?•Does your intranet align with the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
©2008 Sheila L. Margolis www.CultureofDistinction.com 43
Align structure with the Core
Customers
Sales & Support People
Department Managers
Buyers, Merchandise Managers,
Store Managers, Regional Managers
Executive Team, Board of Directors
©2008 Sheila L. Margolis www.CultureofDistinction.com 44
Align job titles with the Core
Mac Genius
©2008 Sheila L. Margolis www.CultureofDistinction.com 45
Align systems with the Core
"Everyone, from the chief executive on down, is involved in cleaning the plane at the airport."
©2008 Sheila L. Margolis www.CultureofDistinction.com 46
Align systems with the Core
©2008 Sheila L. Margolis www.CultureofDistinction.com 47
Tool: Internal Practices Alignment AuditTo what degree…
Degree of Alignment Not 1 2 3 4 5 Very
Aligned Aligned
Recommendations
for Change
Structure, Work Design & Systems•Does your organizational structure facilitate the Core?•Do job titles and job descriptions reinforce the Core?•Do the systems for doing work support the Core?•Do systems exist that fix performance gaps in executing the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Recruitment & Selection•Do recruitment materials reflect the Core?•Do recruitment practices support the Core?•Do you talk about the Core with applicants?•Do you model the Core when you meet with applicants?•Do you interview for culture fit?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Training & Development•Do you orient new employees to the Core?•Do you train new employees in Core skills?•Do you provide ongoing training to ensure actions meet/exceed standards for living the Core?•Does your training model the Core attributes?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Performance Management•Do employees have standards for performance linked to the Core?•Do you hold employees accountable to personal action plans that reinforce the Core?•Do you recognize and reward employees who model the Core?•Do you celebrate the achievement of goals that promote the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Internal Communications•Do you disseminate information about the Core?•Does the flow of information align with the Core?•Does leadership talk about and demonstrate the Core?•Do meetings reflect the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Technology•Do you use equipment to support the Core?•Does your software effectively support the Core?•Does your intranet align with the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
©2008 Sheila L. Margolis www.CultureofDistinction.com 48
Align recruitment materials with the Core
©2008 Sheila L. Margolis www.CultureofDistinction.com 49
Align recruitment practices with the Core
©2008 Sheila L. Margolis www.CultureofDistinction.com 50
Interview for culture fit
How would you weigh an airplane without a scale?
©2008 Sheila L. Margolis www.CultureofDistinction.com 51
Tool: Internal Practices Alignment AuditTo what degree…
Degree of Alignment Not 1 2 3 4 5 Very
Aligned Aligned
Recommendations
for Change
Structure, Work Design & Systems•Does your organizational structure facilitate the Core?•Do job titles and job descriptions reinforce the Core?•Do the systems for doing work support the Core?•Do systems exist that fix performance gaps in executing the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Recruitment & Selection•Do recruitment materials reflect the Core?•Do recruitment practices support the Core?•Do you talk about the Core with applicants?•Do you model the Core when you meet with applicants?•Do you interview for culture fit?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Training & Development•Do you orient new employees to the Core?•Do you train new employees in Core skills?•Do you provide ongoing training to ensure actions meet/exceed standards for living the Core?•Does your training model the Core attributes?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Performance Management•Do employees have standards for performance linked to the Core?•Do you hold employees accountable to personal action plans that reinforce the Core?•Do you recognize and reward employees who model the Core?•Do you celebrate the achievement of goals that promote the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Internal Communications•Do you disseminate information about the Core?•Does the flow of information align with the Core?•Does leadership talk about and demonstrate the Core?•Do meetings reflect the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Technology•Do you use equipment to support the Core?•Does your software effectively support the Core?•Does your intranet align with the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
©2008 Sheila L. Margolis www.CultureofDistinction.com 52
Align training & development with the Core
©2008 Sheila L. Margolis www.CultureofDistinction.com 53
Align training & development with the Core
©2008 Sheila L. Margolis www.CultureofDistinction.com 54
Align training & development with the Core
©2008 Sheila L. Margolis www.CultureofDistinction.com 55
Tool: Internal Practices Alignment AuditTo what degree…
Degree of Alignment Not 1 2 3 4 5 Very
Aligned Aligned
Recommendations
for Change
Structure, Work Design & Systems•Does your organizational structure facilitate the Core?•Do job titles and job descriptions reinforce the Core?•Do the systems for doing work support the Core?•Do systems exist that fix performance gaps in executing the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Recruitment & Selection•Do recruitment materials reflect the Core?•Do recruitment practices support the Core?•Do you talk about the Core with applicants?•Do you model the Core when you meet with applicants?•Do you interview for culture fit?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Training & Development•Do you orient new employees to the Core?•Do you train new employees in Core skills?•Do you provide ongoing training to ensure actions meet/exceed standards for living the Core?•Does your training model the Core attributes?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Performance Management•Do employees have standards for performance linked to the Core?•Do you hold employees accountable to personal action plans that reinforce the Core?•Do you recognize and reward employees who model the Core?•Do you celebrate the achievement of goals that promote the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Internal Communications•Do you disseminate information about the Core?•Does the flow of information align with the Core?•Does leadership talk about and demonstrate the Core?•Do meetings reflect the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Technology•Do you use equipment to support the Core?•Does your software effectively support the Core?•Does your intranet align with the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
©2008 Sheila L. Margolis www.CultureofDistinction.com 56
90 Day Action Plan
Align performance management with the Core
©2008 Sheila L. Margolis www.CultureofDistinction.com 57
90 Day Action Plan
Align performance management with the Core
Bonus pay linked to
team performance
©2008 Sheila L. Margolis www.CultureofDistinction.com 58
Tool: Internal Practices Alignment AuditTo what degree…
Degree of Alignment Not 1 2 3 4 5 Very
Aligned Aligned
Recommendations
for Change
Structure, Work Design & Systems•Does your organizational structure facilitate the Core?•Do job titles and job descriptions reinforce the Core?•Do the systems for doing work support the Core?•Do systems exist that fix performance gaps in executing the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Recruitment & Selection•Do recruitment materials reflect the Core?•Do recruitment practices support the Core?•Do you talk about the Core with applicants?•Do you model the Core when you meet with applicants?•Do you interview for culture fit?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Training & Development•Do you orient new employees to the Core?•Do you train new employees in Core skills?•Do you provide ongoing training to ensure actions meet/exceed standards for living the Core?•Does your training model the Core attributes?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Performance Management•Do employees have standards for performance linked to the Core?•Do you hold employees accountable to personal action plans that reinforce the Core?•Do you recognize and reward employees who model the Core?•Do you celebrate the achievement of goals that promote the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Internal Communications•Do you disseminate information about the Core?•Does the flow of information align with the Core?•Does leadership talk about and demonstrate the Core?•Do meetings reflect the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Technology•Do you use equipment to support the Core?•Does your software effectively support the Core?•Does your intranet align with the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
©2008 Sheila L. Margolis www.CultureofDistinction.com 59
Align internal communications with the Core
©2008 Sheila L. Margolis www.CultureofDistinction.com 60
Align internal communications with the Core
3,600 active blogs where 25,000 IBMers
share their expertise, experience and opinions
ValuesJam
©2008 Sheila L. Margolis www.CultureofDistinction.com 61
Tool: Internal Practices Alignment AuditTo what degree…
Degree of Alignment Not 1 2 3 4 5 Very
Aligned Aligned
Recommendations
for Change
Structure, Work Design & Systems•Does your organizational structure facilitate the Core?•Do job titles and job descriptions reinforce the Core?•Do the systems for doing work support the Core?•Do systems exist that fix performance gaps in executing the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Recruitment & Selection•Do recruitment materials reflect the Core?•Do recruitment practices support the Core?•Do you talk about the Core with applicants?•Do you model the Core when you meet with applicants?•Do you interview for culture fit?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Training & Development•Do you orient new employees to the Core?•Do you train new employees in Core skills?•Do you provide ongoing training to ensure actions meet/exceed standards for living the Core?•Does your training model the Core attributes?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Performance Management•Do employees have standards for performance linked to the Core?•Do you hold employees accountable to personal action plans that reinforce the Core?•Do you recognize and reward employees who model the Core?•Do you celebrate the achievement of goals that promote the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Internal Communications•Do you disseminate information about the Core?•Does the flow of information align with the Core?•Does leadership talk about and demonstrate the Core?•Do meetings reflect the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Technology•Do you use equipment to support the Core?•Does your software effectively support the Core?•Does your intranet align with the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
©2008 Sheila L. Margolis www.CultureofDistinction.com 62
Align technology with the Core
©2008 Sheila L. Margolis www.CultureofDistinction.com 63
Tool: Internal Practices Alignment AuditTo what degree…
Degree of Alignment Not 1 2 3 4 5 Very
Aligned Aligned
Recommendations
for Change
Structure, Work Design & Systems•Does your organizational structure facilitate the Core?•Do job titles and job descriptions reinforce the Core?•Do the systems for doing work support the Core?•Do systems exist that fix performance gaps in executing the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Recruitment & Selection•Do recruitment materials reflect the Core?•Do recruitment practices support the Core?•Do you talk about the Core with applicants?•Do you model the Core when you meet with applicants?•Do you interview for culture fit?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Training & Development•Do you orient new employees to the Core?•Do you train new employees in Core skills?•Do you provide ongoing training to ensure actions meet/exceed standards for living the Core?•Does your training model the Core attributes?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Performance Management•Do employees have standards for performance linked to the Core?•Do you hold employees accountable to personal action plans that reinforce the Core?•Do you recognize and reward employees who model the Core?•Do you celebrate the achievement of goals that promote the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Internal Communications•Do you disseminate information about the Core?•Does the flow of information align with the Core?•Does leadership talk about and demonstrate the Core?•Do meetings reflect the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Technology•Do you use equipment to support the Core?•Does your software effectively support the Core?•Does your intranet align with the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
©2008 Sheila L. Margolis www.CultureofDistinction.com 64
Use culture to drive success
Organizational Culture
HR Practices
Business Success
©2008 Sheila L. Margolis www.CultureofDistinction.com 65
Are you a Culture and Change Steward?
©2008 Sheila L. Margolis www.CultureofDistinction.com 66
Agenda
1. Define Core Culture
2. Align HR Practices to Core Culture
©2008 Sheila L. Margolis www.CultureofDistinction.com 67
Define and shape the Core
Priorities
Purpose
Philosophy
Internal Practices
Projections
External Practices
Strategic Goal
Strategic Goal
Strategic Goal
Strategic Goal
Vision
©2008 Sheila L. Margolis www.CultureofDistinction.com 68
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? Give examples.
4. What ideals drove the organization’s founding?
5. What makes your organization feel different from other organizations doing similar work?
The Philosophy is:____________________________
6. To effectively achieve our strategy, what values should guide everyone in how we do our work? Explain.
7. What key values, if followed, would allow us to compete and thrive?
The Priorities are:____________________________
©2008 Sheila L. Margolis www.CultureofDistinction.com 69
Core Culture Map with Definitions, Examples & Stories
Purpose
Philosophy
PrioritiesDefinitions
Examples &Stories
©2008 Sheila L. Margolis www.CultureofDistinction.com 70
Tool: Internal Practices Alignment AuditTo what degree…
Degree of Alignment Not 1 2 3 4 5 Very
Aligned Aligned
Recommendations
for Change
Structure, Work Design & Systems•Does your organizational structure facilitate the Core?•Do job titles and job descriptions reinforce the Core?•Do the systems for doing work support the Core?•Do systems exist that fix performance gaps in executing the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Recruitment & Selection•Do recruitment materials reflect the Core?•Do recruitment practices support the Core?•Do you talk about the Core with applicants?•Do you model the Core when you meet with applicants?•Do you interview for culture fit?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Training & Development•Do you orient new employees to the Core?•Do you train new employees in Core skills?•Do you provide ongoing training to ensure actions meet/exceed standards for living the Core?•Does your training model the Core attributes?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Performance Management•Do employees have standards for performance linked to the Core?•Do you hold employees accountable to personal action plans that reinforce the Core?•Do you recognize and reward employees who model the Core?•Do you celebrate the achievement of goals that promote the Core?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Internal Communications•Do you disseminate information about the Core?•Does the flow of information align with the Core?•Does leadership talk about and demonstrate the Core?•Do meetings reflect the Core?
1 2 3 4 5
1 2 3 4 5
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1 2 3 4 5
Technology•Do you use equipment to support the Core?•Does your software effectively support the Core?•Does your intranet align with the Core?
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Culture is your distinctive advantage
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Culture is the basis for your success
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Build your Culture of Distinction