CREATING A WINNING CULTURE:THE ROLE OF HR PROFESSIONALS

Dave UlrichWayne Brockbank

Executive SummaryMichigan Ross professors Dave Ulr ich and Wayne Brockbank have

conducted research on the impact of organizations vs. individual

employees on a f irm’s performance. This paper summarizes results

from 1,500 organizations.

Ulr ich and Brockbank discuss the importance of organization and

culture within an organization, and the role HR professionals can play

in helping create an organization’s culture. They outl ine a three-stage

evolution in defining what culture means from the outside in and a

f ive-step process for creating or changing an organization’s culture.

The right culture can turn external promises into internal employee

engagement and organizational actions.

Creat ing a Winning Culture: The Role of HR Professionals

An Emerging HR Agenda

In 2014 culture was the “word of the year” by Merriam Webster. Deloitte human capital trends for 2015 and 2016 found that organization issues (culture, organization design) were the top HR issues. Some companies are trying to maintain their culture (Disney, Marriott), others want to change it (GE, Apple), and others want to embed it (Google, Facebook). McKinsey’s growth business is organizational health (their cultural assessment). In the last year, we have interviewed dozens of top HR leaders and they share the same message: the war for talent is evolving and needs to evolve toward creating victory through organization.

The vulnerability of the talent paradigm is that it focuses on optimizing individual contributions. The term talent inherently focuses on ensuring that companies have the individual talent necessary to achieve their purposes. Certainly having individual talent is a critically important agenda for any organization. However, by focusing primarily on individual contributions, the talent movement, by definition, succeeds in making the organizational whole equal to the sum of the parts. This overlooks the central contribution of organization to make the organization whole greater than the sum of the parts. It is this integrating and leveraging function of organization that creates sustained competitive advantage. Thus, in this essay, we answer the why, what, and how of culture as an emerging HR agenda.i

Why Culture Matters Individuals can be champions, but it is teams that win championships. As noted, culture makes good people better together. In addition,

• culture is also more difficult to copy than access to financial capital, implementing a new technology system, or even crafting a strategic plan;

• culture ensures sustainability that outlives any one individual;

• culture ensures that employee engagement is not an isolated event, but a sustained pattern;

• culture does not just eat strategy for breakfast (Peter Drucker’s famous quote), but it serves strategy as an on-going diet.

Creat ing a Winning Culture: The Role of HR Professionals 1

“Individuals can be champions, but it is teams that win championships.”

Culture is top of mind for CEOs who want to adapt their organization, future high potential employees who are looking for a cultural fit, and even for Chartered Institute of Auditors who have prepared recent documentation to help auditors monitor culture.ii Culture is center stage for business success and is becoming an HR priority.

There are relatively few research studies of the impact of organization vs. individuals on firm performance. We recently conducted research on competencies of HR professionals (individuals) and capabilities of HR departments (organizations) and their relative impact on business performance. We found that across 1,500 organizations, organization level activities explained twice as much of the variance in business performance than the knowledge and skills of individuals. The impact of key stakeholders based on individual competence vs. organization capabilities was even more profound, with the organization level issues explaining 3 to 7 times as much stakeholder value as individual competencies (see Table 1).

HR professionals who help organizations create culture add enormous competitive value to their organizations’ long term success.

“Culture is center stage for business success and is becoming an HR priority.”

Creat ing a Winning Culture: The Role of HR Professionals 2

*These rows sum to 100%, representing the percentage of explained variance in the model that can be explained by each variable category

Table 1: Impact of Competencies vs. Departments on Business Results and Value Created for Key Stakeholders

Impact on key stakeholders

OverallBusiness Results

1External

Customers

HR ProfessionalCompetencies

Activities of HRDepartments

Other Variables (e.g.strategy, culture)

Multiple Regression adj. R2

22.3

41.7

36.0

0.243

24.8

59.1

16.1

0.481

15.3

69.2

15.5

0.424

22.0

76.6

1.5

0.364

33.5

39.5

27.0

0.283

10.0

89.2

0.8

0.485

7.6

89.6

2.8

0.570

2Investors/ Owners

3Communities

4Regulators

5Line

Managers

6Employees

What Culture Means

One of the challenges of managing culture is that it has become a Rorschach test for those interested in organizations; there are related concepts, terms, and prescriptions that require clarity. Are organization cultures to be thought of as resources,iii core competencies,iv health,v climate,vi processes,vii values,viii shared mindsets,ix organization types,x or systems?xi With these confusing concepts, no wonder HR professionals have difficulty in creating competitive organizations. The concept of culture clearly matters, but it seems impossible to articulate or define with any unified precision.

We propose a three-stage evolution of defining what culture means. Phase 1 is culture as seen through symbols, rituals, stories, and other organization events. We experience or see these cultural artifacts when we enter or join an organization. Phase 2 is culture as seen through how it shapes how people think, behave, and feel in the organization. Culture shows up in the values, norms, unwritten rules, emotional responses to, or flows of how things are done in a company. Most of the above current definitions of culture follow this logic. Phase 3 defines culture as the identity of a company. In this phase, culture is the identity of a company in the mind of the best customers, made real to all employees throughout a company. Each of these phases of cultural definition affect employee engagement. In Phase 1 (symbols), employee affect comes from the organizational events. In Phase 2 (values, beliefs), employee engagement comes from enacting the organization’s values. In Phase 3 (outside in), employees are engaged in the right things.

“The concept of culture clearly matters, but it seems impossible to articulate or define with any unified precision.”

Creat ing a Winning Culture: The Role of HR Professionals 3

By moving to the outside in, customer centric view of culture, we create a winning culture. The words that are used to describe culture represent categories of behaviors as they are experienced and perceived by observers. In the business setting, customers tend to be the most relevant observers. Thus, Southwest Airlines wants to be known for low price with a fun experience; Marriott for exceptional service; Apple for design and simplicity; Google for innovation. These firm brands or identities should then become infused through the company.

A company’s ideal culture should be defined by its desired external firm brand or identity. The collective way of thinking, behaving, and feeling (employee engagement) within the company is the internal cultural manifestation of external (branding) promises. For HR professionals to leverage culture, it is not enough to have or recognize cultural artifacts (Phase 1) or to shape how people feel, think, and act (Phase 2), but to ensure that people feel, think, and act consistent with promises made to customers and other key stakeholders. As cultural stewards, HR professionals need to have an outside-in perspective where they make sure that the internal culture and the HR processes through which the ideal culture is created and sustained directly reflect the external brand promise.

How to Create or Change the Culture

Defining culture — from the outside in as the identity in the mind of key customers and other key stakeholder made real to employees — enables HR professionals to audit the extent to which an organization has the right culture that will add to most value. We have identified five steps HR professionals can follow to create and sustain the ideal culture:

Creat ing a Winning Culture: The Role of HR Professionals 4

“As culture stewards, HR professionals need to have an outside-in perspective.”

Step 1: Define the right culture

HR professionals begin to define the firm’s ideal culture by asking the senior leadership team, “what are the top 3 things we want to be known for by our best customers (or investors) in the future?” Creating unity between those outside the company (customers and shareholders) and those on the inside (members of the senior management team) can be a powerful base from which to define the right, or winning, culture.

Step 2: Create an intellectual agenda

The intellectual agenda means that the desired culture is communicated throughout the organization through speeches, town halls, emails and social media. Employees assimilate these messages so that they become conceptually engaged to the right message.

Step 3: Instill a behavioral agenda

The behavioral agenda shows the extent to which all employees behave consistently with the desired culture. As one great leader taught, “we teach people correct principles, we let them govern themselves.”

Step 4: Design and deliver key processes and structures

Process and structures institutionalize the culture through management and organization practices like staffing, training, promotion, measurement, compensation, organization design, information management, physical arrangements and leadership development.

Step 5: Define and implement a leadership brand

Leadership brand occurs when leaders inside a company behave consistently with customer expectations outside the company. Leadership competency models should overlap with firm brand statements. Leadership brand leads to an employee brand where employee engagement becomes the norm.

“The concept of culture clearly matters, but it seems impossible to

articulate or define with any unified precision.”

Creat ing a Winning Culture: The Role of HR Professionals 5

Conclusion

When organizations create the r ight culture, it turns external

promises into internal employee engagement and organization

actions. HR professionals who understand the why, what, and how

of culture wil l complement a talent agenda with a more sustainable

winning organization. While many companies are 60% to 70% up the

“s-curve” on talent, many are just embarking on the value created by

bui lding winning organizations.

Creat ing a Winning Culture: The Role of HR Professionals 6

Creat ing a Winning Culture: The Role of HR Professionals 7

Endnotes

i We should note that culture has been characterized as the “word” of the year by Webster Dictionary because of how often is searched with terms like celebrity culture, media culture, pop culture, and company culture. We also see culture gaining attention in leadership writing. http://kevinsheridanllc.com/2015/11/culture-is-merriam-websters-word-of-the-year-for-good-reason/

ii Chartered Institute of Internal Auditors. 2014. Culture and the Role of Internal Audit: Looking below the surface. Sourced at: http://www.iia.org.uk/policy/culture-and-the-role-of-internal-audit/

iii The resource based view of organizations has a more academic tradition in work by: Barney, J.B., (1991), Firm Resources and Sustained Competitive Advantage. Journal of Management; 17, (1), pp.99–120.

Makadok, R. (2001), Toward a Synthesis of the Resource-Based View and Dynamic-Capability Views of Rent Creation. Strategic Management Journal; 22, (5), pp. 387–401.

Barney, J.B., (2001), Is the Resource-Based Theory a Useful Perspective for Strategic Management Research? Yes. Academy of Management Review; 26, (1), pp. 41–56.

iv Approaching organizations as core competencies has been captured in work by CK Prahalad and Gary Hamel: Prahalad, C.K. and Gary Hamel. 1990. The core competence of the corporation. Harvard Business Review, May-June: 79-91.

v Scott Keller and Colin Price, Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage first edition, Hoboken, NJ: John Wiley & Sons, 2011.

See also Scott Keller and Colin Price, “Organizational health: The ultimate competitive advantage,” McKinsey Quarterly, June 2011, mckinsey.com.

Aaron de Smet, Bill Schaninger, and Matthew Smith. The hidden value of organizational health – and how to capture it. McKinsey Quarterly, April 2014.

vi Rousseau, DM. 1988. The construction of climate in organizational research. In International Review of Industrial and Organizational Psychology, edited by CL Cooper and I Robertson. London: Wiley.

vii The process approach to organization may be seen in the balanced scorecard work: Dave Norton and Robert Kaplan. 1992. The Balanced Scorecard: Measures That Drive Performance, Harvard Business Review, January–February 1992.

David Norton and Robert Kaplan. 2000. The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment, Harvard Business School Press, 2000.

David Norton and Robert Kaplan. 2014 Strategy Maps: Converting Intangible Assets into Tangible Outcomes, Harvard Business School Press.

viii Schein, Edgar (1992). Organizational Culture and Leadership: A Dynamic View. San Francisco, CA: Jossey-Bass.Deal, T.E. and A.A. Kennedy. 1982. Corporate Cultures: The Rites and Rituals of Corporate Life. Reading, MA: Addison-Wesley.

ix The concept of mindset comes from cognitive psychology and is called automatic thoughts, schema, or mental models: DiMaggio, P. (1997). Culture and cognition. Annual Review Of Sociology, 23263-287. doi:10.1146/annurev.soc.23.1.263

In organizations, we have talked about shared mindset, or culture being the shared cognitions in an organization: Dave Ulrich and Dale Lake. 1990. Organization Capability: Competing from the inside out. New York: Wiley. x Daniel Denison. 1990. Corporate culture and organizational effectiveness, Wiley. xi Russell Ackoff 1999, Re-Creating the Corporation: a design of organizations for the 21st century. Oxford Univ Press: New York.

.

University of MichiganStephen M. Ross School of BusinessExecutive Education710 East University AvenueAnn Arbor, MI 48109-1234

Michigan Ross has been named a Top-5 Executive Education provider by the Financial Times. The Strategic Human Resource Planning program prepares mid-level HR leaders responsible for designing and implementing HR strategies to transform their HR function through business strategy, and cultural, capability and talent requirements. The Advanced Human Resources Executive Program enables more experienced HR executives to deliver value to employees, customers and investors by leveraging HR investment to support and drive the strategic vision of their organizations.