Culture management distribution

© Holcim (Lanka) Ltd 2008

Culture Management

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(Optional) File source, Department or Function, Creator © Holcim (Lanka) Ltd 2008

HR’s job is to build

Capacity

Commitment

Culture

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Topics

• Culture and diversity

• Why study cultures

• Cross cultures : External environment

• Organisational Culture : Internal environment

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World is ChangingWorld is Changing

• GlobalizationGlobalization

• Hi-Tech Vs Hi-TouchHi-Tech Vs Hi-Touch

• POIPOI

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Know how Vs Know-who

• Social Capital

• Built on trust and mutual value

• Reciprocal relationship

• Building our own knowledge network

• A more enduring asset than specific knowledge or skills

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Face-to-Face meetings are…

Vital. Key. I need to know people understand what’s important.

Uncomfortable, confrontational and overly formal.

Face-to-Face meetings are…

Vital. Key. I need to know people understand what’s important.

Uncomfortable, confrontational and overly formal.

Text Messages are… Good for short messages. What I do all day long.Text Messages are… Good for short messages. What I do all day long.

Baby Boomers1946-65

Gen – X1966-80

Gen – Y1980>

Baby Boomers1946-65

Gen – X1966-80

Gen – Y1980>

Email is… One more thing to do, another thing to learn.

The best way to stay in touch.

Not nearly as good as instant messaging and blogging.

Email is… One more thing to do, another thing to learn.

The best way to stay in touch.

Not nearly as good as instant messaging and blogging.

Instant Message is… Another distraction popping up on my screen

A good, quick way to get things done

Like breathing—I can carry on seven conversations at once

Instant Message is… Another distraction popping up on my screen

A good, quick way to get things done

Like breathing—I can carry on seven conversations at once

Mobile video messaging is…

No idea A novelty. Commonplace.Mobile video messaging is…

No idea A novelty. Commonplace.

PowerPoint is… Effective and professional. My right arm. Pretty boring in a speech and hard to make interesting.

PowerPoint is… Effective and professional. My right arm. Pretty boring in a speech and hard to make interesting.

Search engines are… Useful, but not trustworthy

How did we survive without Google and Wikipedia?

My super tool. My home page and lots more.

Search engines are… Useful, but not trustworthy

How did we survive without Google and Wikipedia?

My super tool. My home page and lots more.

Conference calls are…. The next best thing to a meeting.

The way we work these days

An opportunity to multi-task while “listening”

Conference calls are…. The next best thing to a meeting.

The way we work these days

An opportunity to multi-task while “listening”

Source: Accenture

For techie kids

Generational perspective

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Generational Attitudes

The impact on business will be that those organizations unable or unwilling to adapt to the new order will experience higher levels of disengaged staff, increased talent attrition and reduced productivity

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Generational Trends – understanding Talent

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Talent availability

39,000 employers surveyed across 33 countries in Q1 2009

There may be a temporary ceasefire, but the war for talent is far from over

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Demographic perspective

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(Optional) File source, Department or Function, Creator © Holcim (Lanka) Ltd 2008 1204/08/23

Europe

Young talent in short supply

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Center for Talent Retention

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Takeaway #1: The real business impact of employee engagement

• The Corporate Leadership Council’s research has found that organizations are (rightly) turning their attention to their employees’ level of engagement.

• A Council survey of more than 50,000 employees at 59 member organizations in 27 countries and 10 industries demonstrates the real bottom-line impact of employee engagement. Highly committed employees perform up to 20 percentile points better and are 87% less likely to leave the organization than employees with low levels of commitment.

• The Council’s analysis has yielded the two “rules” appearing at the bottom of this slide, which further convey the significant impact of employee engagement on the business.

The Business Case for EngagementEmployee engagement drives employee performance and workforce retention

Maximum Impact of DiscretionaryEffort on Performance Percentile

NumberofEmployees

50th

Percentile70th

Percentile

Maximum Impact of Engagementon the Probability of Departure

Probabilityof Departurein Next 12Months

StrongDisengagement

StrongEngagement

9.2%

1.2%

87%

The “10:6:2” Rule• Every 10% improvement in commitment can increase an employee’s effort level by 6%.

• Every 6% improvement in commitment can improve an employee’s performance by 2 percentile points.

The “10:6:2” Rule• Every 10% improvement in commitment can increase an employee’s effort level by 6%.

• Every 6% improvement in commitment can improve an employee’s performance by 2 percentile points.

The “10:9” Rule

Every 10% improvement in commitment can decrease an employee’s probability of departure by 9%.

The “10:9” Rule

Every 10% improvement in commitment can decrease an employee’s probability of departure by 9%.

Source: Corporate Leadership Council 2004 Employee Engagement Survey.

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Three most common cross cultural gestures : V-Sign

Two : to American

Victory : to Germans

Insulting : to British

VictoryNot

Victory

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Three most common cross cultural gestures : Ring

OK : to Westerner

Money : to Japanese

Zero : to French

Insulting : Turks and Brazilians

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Three most common cross cultural gestures : Thumbs up

Good : to Westerner

Hitch hike : British, Aussie, NZ,SA

Greece : Insulting

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Some Culturally sensitive dimensions

Individualist Group - Oriented

Americans, British, Dutch, Northern Italians, French

Korean, Chinese, Japanese

+ Introduce with confidence+ Be prepared to state your own views+ Be prepared to challenge what people say

+ Introduce in relation to your company+ Talk calmly and slowly matching the pace+ Be prepared to do real business over meals

Flat hierarchy Vertical hierarchySwitzerland, Germany, Netherlands, USA, UK

France, Italy, Latin America, SEA, India, China, Africa, Arab world

+ Have clear line of communication to senior management+ Keep valuable information to yourself+ Show great respect to decision makers+ Be autocratic in your dealings with subordiantes

+ Take full responsibility for your area of expertise+ Tackle colleagues directly if there is a problem

Source : Bridging the culture gap : Penny Carte and Chirs Fox

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Acquired status Given status

Women+ Dress appropriately+ Act modestly

Spain, Southern Italy, South America, India, China, Japan, Africa, Arab world

+ Show respect to people older than you+ Consider age and length of service+ Be paternalistic

Functional PersonalArab world, Asia, Southern Europe, Africa, South America

+ Allow plenty of time+ Engage in small talk+ Be prepared to socialize and exchange gifts

Germany, Switzerland, Scandinavia


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Physically distant Physically close

Monochronic PolychronicHispanic, USA, Latin America, India, Arab world Italy

+ Fix appointments at short notice+ Allow plenty of time between appointments+ Be prepared to be kept waiting+ Avoid rushing meetings+ If there’s bad news try to soften it

Anglo-Saxon America, Canada, Australia, Scandinavia, Germany, Switzerland, Netherlands, UK

+ Fix appointments weeks ahead+ Send meeting agenda in advance+ Arrive on time and start on time+Keep to agendas, schedules and deadlines+ Give bad news straight away

Arab, African, Indian, Latin American, Greek, Turkish

+ Don’t show surprise or embarrasement if they get too close

USA, UK, Northern Europe, French

+ Give firm short handshake and look in the eye

SEA, East Asian

+ Give plenty of personal space


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Speed PatienceGermans Japanese, Mexicans, Spanish

+ Don’t try to force the pace

Good advise :

Play SOPHOF

Soft on People Hard on Facts


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Cultures are nested at multiple levels

National Culture

Industrial Culture

Organisational Culture

Subcultures

Functional and professional

groups

Cliques and factions

Source : Toyota Culture, Jeffrey k. Liker, Michael Hoseus

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Joe

Cindy

Debbie

David

Weak Org culture

JoeCindy

DebbieDavid

Strong Org culture

Org culture is the shared beliefs, values and assumptions between the people working toward a common Purpose

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Culture Types

• Power Culture Within a power culture, control is the key element. Power cultures are

usually found within a small or medium size organisation. Decisions in an organisation that display a power culture are centralised around one key individual.

• Role Culture Common in most organisations today is a role culture. In a role culture,

organisations are split into various functions and each individual within the function is assigned a particular role.

• Task Culture A task culture refers to a team based approach to complete a particular task.

They are popular in today's modern business society where the organisation will establish particular 'project teams' to complete a task to date.

• Person culture Person cultures are commonly found in charities or non profit organisations.

The focus of the organisation is the individual or a particular aim• Forward and backward looking cultures

Organisations that have an entrepreneurial spirit, always embrace change and listen to staff and customers are said to be forward looking. Forward looking organisations are risk takers and do well because of it. A backward looking culture does not embrace change and is led by systems and procedures.

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Organisational culture measurement

Written rules

Unwirtten rules

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Understanding unwritten riles

• Motivators What in practice is most important to people? What do they perceive as rewards, penalties?

• Enablers Who really is important? Who can grant the motivators or impose the penalty?

• Triggers How are people really measured? What are the conditions that might be met for an enabler to

grant a motivator or impose a penalty?

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Residents

Drivers

Critics

Detached

SATISFACTION

High

Low

LOYALTY/MOTIVATIONLow High

Dissatisfied but barriers or lack of options prevent defection. ‘At risk’

Dissatisfied and work against company/brand‘Big threat’

Satisfied but shop around. Often indicates the degree of compensation sensitivity in the market. ‘Need a compelling reason to stay’

Highly committed ‘Best advocate’

Helps understand the

attitude and profile of

your employees and

employee segments at

a given point of time &

the “degree of difficulty”

in ensuring commitment

Helps in formulating

Employee Relationship

Management decisions

and Resource

allocations

Culture Assessment : Example

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Diversity and inclusion

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Cross cultural success

• Carlos Ghosn

• While his task was to help revive an icon of the Japanese car industry, he says, the

experience wasn’t simply about performing a job – it was about discovering a new culture

and it was very rewarding.

• “When you have a very diverse team – people of different backgrounds, different culture,

different gender, different age, you are going to get a more creative team – probably getting

better solutions, and enforcing them in a very innovative way and with a very limited

number of preconceived ideas.”

• On gender equality, the CEO says that when he started at Nissan, only one per cent of the

top management at Nissan were women. While that was twice as good as his competitors,

he was determined to increase the number of women in management still further. Today

the number of women in management is five per cent, and the objective is to raise that

figure to ten per cent.

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Culture management distribution

Education