tafep work life week 2014 hr practitioners

Copyright © aAdvantage Consulting 2014. All Intellectual Property Reserved. 1

Building High Performance Cultures – Enabling Work

Life

Joanna Barclay

Partnering

clients in achieving

impactful implementation and

seamless transformation for

sustainable growth

From vision to results


Single point-of-contact solution partnerSingle point-of-contact solution partner

• Strategic

• Implementation-focused

• Results-driven

• Sustainable


Our Clients across Sectors

Private Sector Public Sector

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http://www.ema.gov.sg/

http://www.ema.gov.sg/

http://www.jtc.gov.sg/default.htm

http://www.jtc.gov.sg/default.htm

http://app.mof.gov.sg/index.asp

http://app.mof.gov.sg/index.asp

http://www.customs.gov.sg/

http://www.customs.gov.sg/

http://www.moh.gov.sg/

http://www.moh.gov.sg/

http://www.mnd.gov.sg/

http://www.mnd.gov.sg/

http://www.msf.gov.sg/

http://www.msf.gov.sg/

http://www.nyp.edu.sg/

http://www.nyp.edu.sg/

http://www.nlb.gov.sg/

http://www.nlb.gov.sg/

http://www.psd.gov.sg/

http://www.psd.gov.sg/


Our Experience in Culture Transformation

Strategic Partners for a Seamless Transformation

With 30 years in business transformationworking with cross functional teams, theirpassion lies in developing leaders,facilitating active participation fororganizational change, developingresourceful teams and aligning strategicobjectives. Their goal is to helporganizations achieve their full potential,where people take ownership, buildcommitment and bridge communicationgaps.

aAdvantage Consulting together with Culture Leadership Group partner organisationsto ensure successful transformation from concept through to implementation.

Established in 2002, the founders arebonded by the belief that consultantsneed to get more involved inimplementation work. With key solutionssuch as Research, Team Building &Development, Culture Transformation,and HR Transformation, the firm helpsorganisations and its people to achieveimpactful and sustainableimplementation.

www.aadvantage-consulting.com www.CultureLeadershipGroup.com

http://www.aadvantage-consulting.com/

http://www.cultureleadershipgroup.com/

Copyright © aAdvantage Consulting 2014. All Intellectual Property Reserved. 7www.aadvantage-consulting.com

Implementing a Sustainable Work Life Strategy


Core Business Challenges

How to attract, keep and engage top talent;

How to increase creativity, innovation, productivity and client satisfaction;

How to ensure values and ethics permeate the organization.


“Our culture is the foundation for our company. The thing that will endure for 100 years, the way it has for most 100 year companies, is the culture.

The culture is what creates the foundation for all future innovation. If you break the culture, you break the machine that creates your products.”

- Brian Chesky, CEO AirBnB


Cultural Capital – “Share of Heart”

How do leaders behave?

Earn share of heart

Large investment in culture

‘WOW’ factor

“Doing good for all” centered visions

Alignment of all stakeholder needs

Firms of Endearment (FoE) outperformed the S&P500 by 1649% over a 15 yr period?

Loyalty, Respect, Integrity, Trust, Joy, Authenticity, Empathy, Compassion

A flood of literature on importance of Culture…what does it all mean?

Cultural Capital is the

new competitive

advantage


Culture as a Critical Ingredient for Organisational Success

A recent survey conducted by Booz & Company of 2,200 respondents in 2013

revealed…

86% of the C Level executives; 84% of managers and staff

agreed that “organisational culture is critical to

an organisation’s success”.

45% of respondents agreed culture was not effectively

managed.

96% of respondents agreed culture change is needed in

their organisation

51% of respondents think their culture needs a major

overhaul


A portfolio of the top twenty publicly listed best companies to work for in the USA in 2008 would have returned an average annualized return of 16.74%over the last ten years – compared to 2.83% for the S&P 500.S&P 500

Top 20- best companies to work

for in the USA

Source: Hewitt and Barrett Best Employers 2008

Fortune’s Best Companies to Work For“Employers of Choice” outperform industry average


Best Employers Values

Employee recognition

Teamwork

Coaching/mentoring

Balance (home/work)

The following table shows the values that were present in the top ten current culture values of the best companies, that were

not present in the worst companies.

Source: Hewitt and Barrett Best Employers 2008

Relationship Between Engaged Employees and Organisation Culture – Best employers focus on employee needs


Culture Defined

The way things are done around here

The culture of an organization or any group of individuals is a reflection of their values, beliefs and behaviours.


”Winds”

Reason, Logic

”Currents”

Spirit,

Emotions

Plans, Vision,Strategy, Goals,

Structure, Systems

Habits,Attitudes, Traditions,Prejudices,

Patterns,Feelings,

Fear,Values,Beliefs

“Culture eats strategy for breakfast”


When Leaders Transform the Organisation Transforms

A whole system approach calls for actions in all four dimensions at the same time

COLLECTIVEINDIVIDUAL

OBJECTIVE

SUBJECTIVE

CharacterActions and

Behaviours

of the Leaders

PersonalityValues and Beliefs

of the Leaders

CultureValues and Beliefs

of the Organization

Source: K Wilber – Integral Model “A Brief History of Everything”

Environment

StructuresActions and Behaviours

of the Organization

2 4

1 3


Enabling Work Life to Work

• Open Communications

• Staff Engagement

• Consensus Building

• Active Listening

• Non Judgemental

• Accepting Differences

• Internal Cohesion

• Fairness

• Trust

• Teamwork

• Accountability


“Bringing your values to work”

Values, Beliefs and Behaviours

Choose one value that is important to you.

What is your belief about how this value supports

work-life?

What behaviour(s) do you exhibit relative to this

value?

1.) Fairness Everybody wants to be treated fairly and given equal opportunity.

If someone requests the desire to work from home, there is open dialogue about the request and suitability of the position.

2.)

3.)


Exercise Debrief

Objective: To demonstrate the connection of values to engagement, retention and high performance

1. How do you feel when you are able to live your values at work?

2. How do they impact your performance?

3. What would happen if you were not able to bring these values to work? How would you feel?

4. Would you want to continue working there?


Building a Culture that Supports Work Life


Whole System Transformation Evolution

A whole system approach calls for actions in all four dimensions at the same time

COLLECTIVEINDIVIDUAL

OBJECTIVE

SUBJECTIVE

Source: K Wilber – Integral Model “A Brief History of Everything”

Environment

2 4

1 3

Mission

Alignment

Structural

Alignment

Values

Alignment

Personal

Alignment

CharacterActions and

Behaviours

of the Leaders

PersonalityValues and Beliefs

of the Leaders

CultureValues and Beliefs

of the Organization

StructuresActions and Behaviours

of the Organization


The framework for Whole-System Change can be divided into two phases:

Phase 1: Preparation

Phase 2: Implementation

The preparation phase culminates in the definition of a strategy for the

implementation of a whole system change program and the identification of

the objectives and the key performance indicators that will be used to measure

the success of the program.

Whole System Approach to Cultural Transformation


4. Define core values

& behaviours in the

organization

3. Review alignment of

Work Life Outcomes to

Mission & Vision of

organisation

1. Commitment from leadership to the transformation process

2. Baseline measurement (CVA) of the organization & creation of

performance scorecard

How can we remain adaptable?

How can we position ourselves for the future?

How can we build our long-term resilience?

5. Develop the compellingReasons for change

Whole System Transformation – Preparation

Why?

6. Personal Alignment

Begins with the leadership team and later expands to the

larger leadership group including managers and

supervisors

7. Structural Alignment

Management development programmes

Leadership development programs

Talent selection and development programs

New employee / Executive selection

New employee / Executive orientation

Employee/executive performance evaluation

Employee/executive promotion criteria

8. Values Alignment

Integrate the core values and behaviours

of the organization into the executive and employee population.

9. Mission Alignment

Integrate the vision and mission of the

organization into the executive and

employee population.

Whole System Transformation - Implementation


The ABC’s of High Performing Cultures

Awareness


Where are we now? How do we know?

Measurement matters. If you can measure it,

you can manage it.

All power and effectiveness come from Knowing the how and acting appropriately.

Tao Te Ching of Leadership


Maslow’s Needs to Barrett’s Consciousness

N e e d s C o n s c i o u s n e s s

Self-Actualization

Richard Barrett

Safety

Love & Belonging

Self-esteem

Physiological

Safety

Love & Belonging

Self-esteem

Know and

Understand

Abraham Maslow


Positive Focus / Excessive Focus

Service

Making a Difference

Internal Cohesion

Transformation

Self-esteem

Relationship

Survival

Financial StabilityShareholder value, organisational growth, employee health, safety. Control, corruption, greed

Employee RecognitionLoyalty, open communication, customer satisfaction, friendship. Manipulation, blame

High PerformanceSystems, processes, quality, best practices, pride in performance. Bureaucracy, complacency

Continuous Renewal and LearningAccountability, adaptability, empowerment, teamwork, goals orientation, personal growth

Building Internal CommunityShared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency

Strategic Alliances and PartnershipsEnvironmental awareness, community involvement, employee fulfilment, coaching/mentoring

Service To Humanity and the PlanetSocial responsibility, future generations, long-term perspective, ethics, compassion, humility

The Barrett Seven Levels of Organisational Consciousness


Measuring the existing culture

Three questions

• Which of the following values and behavioursmost represent who you are?

• Which of the following values and behavioursmost represent how your organization operates?

• Which of the following values and behavioursmost represent how you would like your organization to operate?

Placement of top ten Current Culture values

Organization ABC - 100 Employees

Top Ten Values

1. tradition (L) (59)

2. diversity (54)

3. control (L) (53)

4. goals orientation (46)

5. knowledge (43)

6. creativity (42)

7. productivity (37)

8. image (L) (36)

9. profit (36)

10. open communication (31)

Service

External cohesion

Internal cohesion

Transformation

Self-esteem

Relationship

Survival

42 5

7

9

6

8

3

110

Positive values

Potentially limiting values


Cultural Entropy

Cultural entropy is the amount of energy in an organization that is consumed in unproductive work.

It is a measure of the friction and pent-up frustration that exists within an organization.


Cultural Entropy

Productive work

Lack of productivity or destructive behaviour

What does 41% entropy look like?


When have you experience entropy in an organization? Describe the impact? Cost ?

Anxiety & Uncertainty

Bureaucracy Blame Control

Lost productivity or Lost opportunityin % terms in % terms


Entropy Impact

<10% Prime: Healthy Functioning

11-19% Minor Issues: Requiring cultural and/or structural adjustment

20-29% Significant Issues: Requiring cultural and structural transformation, and leadership coaching

30-39% Serious Issues: Requiring cultural and structural transformation, leadership mentoring/coaching, and leadership development

40-49% Critical Issues: Requiring cultural and structural transformation, selective changes in leadership, leadership mentoring/coaching and leadership development

Cultural entropy represents the degree of dysfunction in a culture


Best Employers have Lowest Entropy

Cultural EntropyEmployee

Engagement

Tier 1 (Best) 5% 89%

Tier 2 8% 76%

Tier 3 15% 55%

Tier 4 (Worst) 21% 40%

This research of 163 organizations was carried out by Hewitt Associates and the Barrett Values Centre in 2008

CIO Directorate, Management Team & Chiefs (39)

client service 19 6(O)

bureaucracy (L) 17 3(O)

accountability 14 4(R)

achievement 12 3(I)

control (L) 12 1(R)

employee recognition 12 2(R)

hierarchy (L) 12 3(O)

teamwork 12 4(R)

information sharing 11 4(O)

commitment 10 5(I)

long hours (L) 10 3(O)

professionalism 10 3(O)


balance (home/work) 18 4(O)


employee engagement 13 5(O)

efficiency 12 3(O)

innovation 12 4(O)

open communication 12 2(R)

continuous improvement 11 4(O)


adaptability 10 4(I)

cooperation 10 5(R)

respect 10 2(R)

teamwork 10 4(R)

Values Plot August 19, 2014Copyright 2014 Barrett Values Centre

I = IndividualR = Relationship

Black Underline = PV & CCOrange = PV, CC & DC

Orange = CC & DCBlue = PV & DC

P = PositiveL = Potentially Limiting (white circle)

O = OrganisationalS = Societal

Matches

PV - CC 2CC - DC 4PV - DC 4

Level Personal Values (PV) Current Culture Values (CC) Desired Culture Values (DC)

7

6

5

4

3

2

1

IRS (P)=8-4-0 IRS (L)=0-0-0 IROS (P)=2-3-3-0 IROS (L)=0-1-3-0 IROS (P)=1-4-8-0 IROS (L)=0-0-0-0

TTTTTTTTT

respect 22 2(R)

cooperation 19 5(R)

integrity 17 5(I)

honesty 15 5(I)

leadership 15 6(I)

commitment 14 5(I)

balance (home/work) 13 4(I)

efficiency 13 3(I)

positive attitude 13 5(I)


initiative 11 4(I)

trust 11 5(R)

Cultural Entropy:Current Culture

27%

TTTTTTTTT





achievement 12 3(I)

control (L) 12 1(R)



teamwork 12 4(R)


commitment 10 5(I)







efficiency 12 3(O)

innovation 12 4(O)





cooperation 10 5(R)

respect 10 2(R)

teamwork 10 4(R)







Matches



7

6

5

4

3

2

1


TTTTTTTTT

respect 22 2(R)

cooperation 19 5(R)

integrity 17 5(I)

honesty 15 5(I)

leadership 15 6(I)

commitment 14 5(I)


efficiency 13 3(I)



initiative 11 4(I)

trust 11 5(R)


27%





achievement 12 3(I)

control (L) 12 1(R)



teamwork 12 4(R)


commitment 10 5(I)







efficiency 12 3(O)

innovation 12 4(O)





cooperation 10 5(R)

respect 10 2(R)

teamwork 10 4(R)







Matches



7

6

5

4

3

2

1



27%

respect 22 2(R)

cooperation 19 5(R)

integrity 17 5(I)

honesty 15 5(I)

leadership 15 6(I)

commitment 14 5(I)


efficiency 13 3(I)



initiative 11 4(I)

trust 11 5(R)


Follow up from CVA

• Personal alignment

– leadership development & communications skills, coaching, training on providing

feedback

• Structural alignment

– review 3 processes to simplify and standardise;

– review client engagement approach e.g. prioritise and set expectations with clients

• Values alignment

– focus groups with employees to share the results and implement a values programme

• Mission alignment

– corporate understanding of core business and how everyone’s work aligns to mission and

vision


Benefits of Measuring Culture: A Clear Roadmap

A collective view of what’s important

• Shifts the dialogue from us/them to we

Identifies strengths of your organization

• Allows you to build on and foster the positives

A quantitative health index - % entropy

• Names what is causing waste and energy drain

• Antidote is provided

A shared vision for moving forward

Identifies alignment/misalignment

• Points to what you need to do to create the desired culture


Reflection


Insights and Reactions

What key insights or messages resonated for you?

What do you like about the Cultural Transformation Tools?

Don’t like?

What have been your biggest ‘ahha’ moments today?

How do you see yourself building a high performing culture in

your organization?


Where do you begin…

Personal Values Assessment

www.CultureLeadershipGroup.com

www.aAdvantage-consulting.com

http://www.valuescentre.com/products__services/?sec=personal_values_assessment_(pva)


http://www.aadvantage-consulting.com/


• E-book – 9 Steps to Building a High Performing Workplace

- www.CultureLeadershipGroup.com

• Online 8 week seminar

- Beginning January 2015

- www.CultureLeadershipGroup.com/leadershipskills

• Book availability - Amazon.com

• Website resources –

- Workbook

- Case Studies

Leadership Development


http://www.cultureleadershipgroup.com/leadershipskills


Work Life Grant

Developmental Grant ($40,00)

1st $10,000(Compulsory)

1. Conducts needs analysis

2. Develop a FWA implementation plan

3. Train on implementation

4. Pilot at least 2 new FWAs

5. Consult relevant stakeholders

6. Monitor the FWAs

2nd $10,000 1. Formalise FWA policies

2. Communicate formalised policies

Remaining $20,000 Claim part of the expenses incurred to implement FWAs

For more information: www.mom.gov.sg/employment-practices/workpro/pages/default.aspx

http://www.mom.gov.sg/employment-practices/workpro/pages/default.aspx


for your evaluation


From vision to results

tafep work life week 2014 hr practitioners

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