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EmployeeshipEmployeeship- - The foundation The foundation for higher performancefor higher performance
Leif ChristiansenLeif Christiansen
Agenda
1. Why is employee engagement important?
2. What describes a High Performance Culture?
3. How to measure the organizational culture?
4. Using the cultural measures to improve performance
5. Leadership and Employeeship - what’s the difference?
6. How to create strong Employeeship?
1. Why is employee engagement
important?
What are you doing?
I chisel stone I build a cathedral!
The old style of Delegation of responsibility does not work in todays business world........
Manager
Employee
PlanPlan
DoDo
..where change is the only constant we have...
....and where continous improvement is our focus...........
We need to extent our cooperation to partnership
Manager EmployeeSee
Think
Plan
Do Team
2. What describes a High
Performance Culture?
What is Culture?
The collective programming of the mind
(values, beliefs and behaviors)
which distinguishes the members of one organization
from another
Beliefs, Values & Behaviorsania
10
Behaviors
(Attitude)
Beliefs
Valu
es
Values-driven organisation
• All organisations are values-driven...
• The critical question is whether the values are
conscious.........
• shared & lived ........
• . . . . . or not . . .
• ..if the values are supporting the vision and mission
of the organization......
• . . . or the opposite.....
High performing cultureV
isio
n &
Mis
sion
A
lign
men
t
Valu
eA
lign
men
t
Lead
ers
hip
A
lign
men
t
Str
uct
ura
l A
lign
men
t
E M P L O Y E E S H I P
E M P L O Y E E S H I P
Values Behaviors
Collective
Individual
Culture
Group values and beliefs
“Company Values”
“Best Man for the job”
Character
Individual actions and behaviors
“A unique individual”
Personality
Individual values and beliefs
“Fulfill our Mission”
Social Structure
Group actions and behaviors
Values Alignment
Structural Alignment
Personal Alignment
Walk the talk
Vision & Mission Alignment
Involvement and
Empowerment
Team
Spirit
Processes & Procedures
3. How to measure the
organizational culture?
© 2006 Richard Barrett – www.ValuesCentre.com
Seven Levels of Consciousness
Spiritual
Mental
Emotional
Physical
Transformation
Service
Making a Difference
Internal Cohesion
Self-Esteem
Relationship
Survival
Human Needs Human Motivations
12
3
4
5
6
7
The Seven Levels of Consciousness
SURVIVALPURSUIT OF PROFIT & SHAREHOLDER VALUE
Financial stability. Employee health and safety.
RELATIONSHIPORGANIZATIONAL RELATIONSHIPS
Interpersonal relations, employees, customers etc.
SELF-ESTEEMBEING THE BEST. - PROFESSIONALISM
Productivity, efficiency, quality, systems and processes.
TRANSFORMATIONCONTINUOUS RENEWAL
Learning and innovation. Organizational growth through employee participation.
INTERNAL COHESIONDEVELOPMENT OF CORPORATE COMMUNITY
Positive, creative corporate culture. Shared vision and values.
MAKING A DIFFERENCEPARTNERSHIP WITH EMPLOYEES CUSTOMERS &
THE LOCAL COMMUNITYStrategic alliances. Employee fulfillment.
Environmental stewardship.
SERVICESERVICE TO HUMANITY
Long-term perspective. Vision Future generations. Ethics.
Positive Focus / Excessive Focus
7
6
5
4
3
2
1Exploitation. Over-control.
Manipulation. Blame.
Bureaucracy. Complacency
Full-Spectrum Consciousness
Service
Making a Difference
Internal Cohesion
Survival
Relationship
Self-Esteem
Transformation
Long-term Viability
Collaboration
Shared Vision
Continuous Improvement
Best Practices
Customer Satisfaction
Financial Stability
1. client satisfaction 2. client collaboration 3. integrity 4. teamwork 5. humor/fun 6. quality 7. balance (home/work) 8. financial stability
A Tale of Two Cultures
1. blame L2. short term focus L3. internal competition L4. buck passing L5. risk averse L6. customer satisfaction 7. information hoarding L8. profit
Smooth Sailing Sinking Ship
4. Using the
cultural measures to improve
performance
February 2007Cultural Transformation ToolsValues Assessment
LEGENDUnderline = PV & CC match P = Positive I = IndividualRed = PV, CC & DC match L = Potentially Limiting R = Relationship Red = CC & DC match (hollow dots) O = OrganizationalBlue = PV & DC match S = Societal
1. results orientation (219)
2. bureaucracy (211) (L)
3. profit (209)
4. customer satisfaction (179)
5. being the best (177)
6. uncertainty (171) (L)
7. continuous improvement (158)
8. goals orientation (155)
9. organizational growth (139)
10. achievement (136)
PL = 10-0IROS (P) = 3-3-4-0IROS (L) = 0-0-0-0
3 Matches
1. customer satisfaction (226)
2. reliability (197)
3. continuous improvement (172)
4. employee recognition (172)
5. professionalism (171)
6. clarity (166)
7. quality (164)
8. honesty (156)
9. adaptability (152)
10. open communication (135)
PL = 10-0IRS (P) = 6-4-0IRS (L) = 0-0-0
0 Matches
1. honesty (292)
2. reliability (262)
3. adaptability (198)
4. humor/fun (197)
5. perseverance (191)
6. enthusiasm (173)
7. responsibility (171)
8. listening (157)
9. respect (157)
10. cooperation (155)
PL = 8-2IROS (P) = 1-0-7-0IROS (L) = 0-0-2-0
2 Matches
Personal Values Current Culture Values Desired Culture Values
2%
1%
2%
5%
14%
16%
30%
6%
3%
22%
0% 20% 40%
1
2
3
4
5
6
7
5%
4%
13%22%
18%
10%
9%
3%
6%
10%
0% 20% 40%
1
2
3
4
5
6
7
1%
0%
1%
6%
13%
20%
22%
22%
10%
5%
0% 20% 40%
1
2
3
4
5
6
7
Personal Values Current Culture Values Desired Culture Values
CTS = 39-22-39 CTS = 22-18-60 CTS = 37-22-41
February 2007Cultural Transformation Tools
C
T
S1
2
3
4
5
6
7
Values Distribution
Entropy = 5% Entropy = 22% Entropy = 2%
C = Common Good T = Transformation S = Self-interest
Positive Values
Potentially Limiting
Develop Objectives and KPIs
1. Define Perspectives
2. Define Critical Success Factors (CSFs) for each perspective
3. Define measures (KPIs)
4. Define targets
SocietalContribution
Finances
Fitness
Evolution
ClientRelations
Culture
Business Needs Scorecard
VALUES MANAGEMENT
Business Needs Scorecard
ValuesAlignment
MissionAlignment
Structural Alignment
Personal Alignment
VALUES MANAGEMENTIntegral Culture Scorecard(4 Critical Success Factors)
Culture
5. Leadership and Employeeship
what’s the difference?
What is the role of a
good leader/manager?
What is the role of a
good Employee?
6. How to create strong
Employeeship?
Personal Personal ValuesValues
Company Values
Telling about the values of
the company will not
change our natural
behavior and attitude at
work
Employees have to feel
the values
“what’s in if for me”
and relate to their
personal values
Service
Making a Difference
Internal Cohesion
Survival
Relationship
Self-Esteem
Transformation
The significant problems we face cannot be solved
at the same level of thinking that created
them. -Albert Einstein
Internal Cohesion Consciousness
Cohesion
Connection
Staff Engagement
Creating a High Performance Culture through Employeeship
1. Creating leadership consciousness
2. Committing the leaders – “walk the talk”
3. Developing Values driven Procedures,
Processes and Norms
4. Creating Consciousness and Commitment by
the employees
Implementing High Performance Culture by:
• Company Mission, Vision and Values
• Leadership commitment and training/coaching
• Customer Service Standards
• Clear objectives - MBO, KPI’s, KSF’s
• KaiZen/Lean – constant improvement program
• Employeeship mobilization workshops
• Employeeship program by internal trainers
Typical Employeeship topics
•Self-insight •Responsibility •Loyalty •Personal communication•Service•Group dynamics•Business perspective•Cooperation •Human Balance •Commitment •Respect•Improvements•Initiatives•Quality
Employeeship – The personal engagement
Creating consciousness among all employees
Strengthening personal relations, satisfaction and involvement through the whole company
Monthly meetings based on employee dialog, true openness and trust.
Intensive program for all employees with 8 -10 trainings in small groups of 8 -10 employees
One session per month - 3-4 hours in the company
Facilitated by the company’s own internal trainers
EmployeeshipEmployeeship- - The foundation The foundation for higher performancefor higher performance
Leif ChristiansenLeif Christiansen
Thank you and good luck creatingThank you and good luck creating