Creating a Top 100 Workplace Through Constructive Leadership and Culture

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You can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference. If you would like to join the teleconference, please dial 1.408.600.3600 and enter access code: 923 519 948 # You will be on hold until the seminar begins. Creating a Top 100 Workplace Through Constructive Leadership and Culture #TMwebinar

description

Learn how building a constructive culture through leadership development and targeted corporate and human resources initiatives enabled SaskCentral to become an award-winning employer of choice. Ranked No. 1 Best Workplace for Women and recognized as a Best Workplace in Canada, SaskCentral and its consultant will share their roadmap, journey and results to help you plan the type of cultural change effort that promotes not only engagement but also performance.

Transcript of Creating a Top 100 Workplace Through Constructive Leadership and Culture

Page 1: Creating a Top 100 Workplace Through Constructive Leadership and Culture

You can listen to today’s webinar using your computer’s

speakers or you may dial into the teleconference.

If you would like to join the teleconference,

please dial 1.408.600.3600 and enter access code: 923 519 948 #

You will be on hold until the seminar begins.

Creating a Top 100 Workplace Through Constructive

Leadership and Culture

#TMwebinar

Page 2: Creating a Top 100 Workplace Through Constructive Leadership and Culture

Speaker:

Moderator: Kellye Whitney

Managing Editor

Talent Management magazine

#TMwebinar

Creating a Top 100 Workplace Through Constructive

Leadership and Culture

Ken Curtis

Practice Leader

MNP Consulting

Debbie Lane

Executive Vice President, SaskCentral

Page 3: Creating a Top 100 Workplace Through Constructive Leadership and Culture

Tools You Can Use

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Tools You Can Use

• Polling

– Polling question will

appear in the

“Polling” panel.

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response and click

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Frequently Asked Questions

1. Will I receive a copy of the slides after the webinar? YES

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YES

Please allow up to 2 business days to receive these materials.

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Page 6: Creating a Top 100 Workplace Through Constructive Leadership and Culture

#TMwebinar

Kellye Whitney

Managing Editor

Talent Management magazine

Creating a Top 100 Workplace Through Constructive

Leadership and Culture

Page 7: Creating a Top 100 Workplace Through Constructive Leadership and Culture

#TMwebinar

Creating a Top 100 Workplace Through Constructive

Leadership and Culture

Ken Curtis

Practice Leader

MNP Consulting

Debbie Lane

Executive Vice President,

SaskCentral

Page 8: Creating a Top 100 Workplace Through Constructive Leadership and Culture

May 1, 2012

7

Creating a Top 100 Workplace Through

Constructive Leadership and Culture

Ken Curtis

Practice Leader, MNP Consulting

Debbie Lane

Executive Vice President, SaskCentral

Page 9: Creating a Top 100 Workplace Through Constructive Leadership and Culture

About SaskCentral

8

SaskCentral…

is a financial services co-operative that serves

credit unions in Saskatchewan, Canada.

Page 10: Creating a Top 100 Workplace Through Constructive Leadership and Culture

SaskCentral’s Key Services

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Our key services include:

• Statutory liquidity management

• Assistance with legislation compliance

• Strategic investment management

• Governance support

• Advocacy

• Market research

• Innovation

Page 11: Creating a Top 100 Workplace Through Constructive Leadership and Culture

Topics for Today’s Webinar

10

We will focus on: • Our journey at SaskCentral and how we

were able to transform its culture

• What culture alignment has meant for our

people

• How leadership commitment and culture

enhancement has benefited our

organization

Page 12: Creating a Top 100 Workplace Through Constructive Leadership and Culture

The Catalyst for Culture Change

11

In the 1990s…

- an explosion of choices became available to

banking consumers

- the global market expanded

- and the Internet changed the game

SaskCentral’s then CEO…

- directed the HR team to find a way to examine

our organizational culture

- was committed to building a work environment

that could enhance growth and financial results

Page 13: Creating a Top 100 Workplace Through Constructive Leadership and Culture

CEO’s Requirements

12

Our former CEO, Sid Bildfell, and

current CEO, Ken Anderson, had two

requirements:

1. Employees make a long-term commitment

to the culture change effort

2. A validated survey be selected and “used

for life” to benchmark, provide actionable

insights, and measure progress

Page 14: Creating a Top 100 Workplace Through Constructive Leadership and Culture

Finding the Right Tools

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HR required an external resource who could assist

with:

• Assessing our current work environment

• Identifying and assessing the factors that

were shaping it

• Identifying the kind of work environment that

would optimize our ability to achieve our

vision

That resource was found in an organization

development team that we trusted—MNP

Consulting.

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The Commitment

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Ken Curtis MNP Consulting

Saskatchewan, Canada

Debbie Lane Executive Vice President,

SaskCentral

Page 16: Creating a Top 100 Workplace Through Constructive Leadership and Culture

The Validated Survey

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We selected the Organizational Culture Inventory®

by Human Synergistics International because it… • measures culture in a way that better predicts outcomes (quality,

performance, and retention) than do engagement or climate

surveys

• provides highly visual feedback

• is the most thoroughly researched and widely used culture

survey

• uses benchmarks based on research (not client) data

• is standardized—permitting meaningful comparisons over time

• ties into the Organizational Effectiveness Inventory® and

Leadership/Impact® to facilitate action planning and leadership

development

Copyright © 2012 by Human Synergistics International. All rights reserved.

Page 17: Creating a Top 100 Workplace Through Constructive Leadership and Culture

What is Organizational Culture?

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Culture is the shared values and

beliefs that can lead to norms and

expectations that guide how:

• Decisions are made

• People approach their work

• Colleagues interact

Copyright © 2012 by Human Synergistics International. All rights reserved.

Page 18: Creating a Top 100 Workplace Through Constructive Leadership and Culture

Quantifying Culture—

The Circumplex

17 Research and Development by Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.

Copyright © 1973-2012 by Human Synergistics International. All rights reserved.

7 gain status and influence

by being critical and constantly

challenging one another

8 take charge and “control” others,

and make decisions autocratically

9 operate in a “win-lose” framework”

and work against peers to be noticed

10 avoid making mistakes, work long hours,

and keep “on top” of everything

12 enjoy their work

and produce high-quality products/services

1 be supportive

and constructive in dealing with others

2 be open & friendly

and sensitive to the satisfaction

of the work group

11 set challenging goals

and solve problems effectively

3 agree with, gain the approval of,

and be liked by others

4 conform, follow the rules,

and make a good impression

5 do what they are told

and clear

all decisions with supervisors

6 shift responsibilities to others

and avoid being blamed for mistakes

Members are expected to…

Page 19: Creating a Top 100 Workplace Through Constructive Leadership and Culture

How Culture Works

18 Research and Development by Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.

Copyright © 1973-2012 by Human Synergistics International. All rights reserved.

Page 20: Creating a Top 100 Workplace Through Constructive Leadership and Culture

Human Synergistics and Towers-Perrin

Research on Culture and Profitability

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Type of Culture Profitability (Over 3 Years)

Constructive Higher earnings

Passive/Defensive No Statistically Significant

Correlation

Aggressive/Defensive Greater volatility

Profitability data provided by Towers-Perrin: Profitability measured by earnings/sales ratios based on averages for the three-year period;

volatility scores based on standard deviations across the three years. Culture types measured by the Organizational Culture Inventory®..

Organizational Culture Inventory® Copyright © 2012 by Human Synergistics International. All rights reserved.

Page 21: Creating a Top 100 Workplace Through Constructive Leadership and Culture

First Look

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Our first look at our culture was quite

a humbling experience!

It was characterized by:

• the good

• the bad, and

• the ugly

Page 22: Creating a Top 100 Workplace Through Constructive Leadership and Culture

SaskCentral Culture Profiles

21 Research and Development by Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.

Copyright © 1973-2012 by Human Synergistics International. All rights reserved.

Ideal Culture

(1996 to Present)

Operating Culture

(1996)

Page 23: Creating a Top 100 Workplace Through Constructive Leadership and Culture

OEI Levers for Culture Change

22 Organizational Effectiveness Inventory®. Copyright © 2012 by Human Synergistics International. All rights reserved.

Page 24: Creating a Top 100 Workplace Through Constructive Leadership and Culture

OEI Outcomes of Culture

23 Organizational Effectiveness Inventory®. Copyright © 2012 by Human Synergistics International. All rights reserved.

Page 25: Creating a Top 100 Workplace Through Constructive Leadership and Culture

Moving in the Right Direction

24 Research and Development by Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.

Copyright © 1973-2012 by Human Synergistics International. All rights reserved.

By 2003, we had made progress!

Research and Development by Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.

Copyright © 1973-2012 by Human Synergistics International. All rights reserved.

Ideal Culture Operating Culture—2003

Page 26: Creating a Top 100 Workplace Through Constructive Leadership and Culture

Getting to Our Ideal

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Our change road map required

both “internal” and “external”

perspectives and resources.

• Internal: • A Service Excellence Committee was formed

• External: • Consultant facilitated presentations to every division

of the company to drive home the nature of their sub-

cultures

• Agents of Change were carefully selected and trained

in culture alignment and change management

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Keeping the Momentum Going

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MNP designed a leadership development

program for the top 3 tiers of management

• Leadership/Impact® Inventory

• Coaching on their individual contribution

to “cascading the culture”

• Facilitating divisional planning efforts • Reach for the Blue (Constructive Culture)

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Actual Impact Varies

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Impact of the Most Effective

and Successful Leaders

Impact of the Least Effective

and Successful Leaders

Research and Development by Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.

Copyright © 1973-2012 by Human Synergistics International. All rights reserved.

Top 10% vs Bottom 10% within a major corporation

Effectiveness based on ratings by superiors, peers and direct reports;

success based on salary increases over time

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Outcomes

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Confidence was growing and we realized that

we could adapt the work environment to more

closely match our Ideal vision

• Launched an Innovation Initiative in 2008

• MNP measured effectiveness by including items

at the end of the Organizational Effectiveness

Inventory® (OEI)

• OEI measures of Staff Satisfaction, which were

increasing each year, became a component of

the Balanced Score Card

• SaskCentral emerged as a preferred employer

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2009 Results

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Approaching our goal: • Change in CEO due to

retirement

• New CEO (internal succession)

had a history with the culture

initiative and maintained his

commitment to strengthen the

culture

• Consistency is seen as part of

our success

Research and Development by Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.

Copyright © 1973-2012 by Human Synergistics International. All rights reserved.

Page 31: Creating a Top 100 Workplace Through Constructive Leadership and Culture

Maintaining Commitment

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• Ongoing biennial assessment of culture

• Ongoing annual assessment of our

effectiveness

• Re-structuring of SaskCentral in 2009 as result

of the global economic downturn

• Executive team changes

• Launch of unique HR initiatives empowering

employees

• Leadership development

Page 32: Creating a Top 100 Workplace Through Constructive Leadership and Culture

Achieving Our Vision

31 Research and Development by Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.

Copyright © 1973-2012 by Human Synergistics International. All rights reserved.

Ideal Culture

(1996 to Present)

Operating Culture

(2011)

Page 33: Creating a Top 100 Workplace Through Constructive Leadership and Culture

2012 Outcomes

32 Organizational Effectiveness Inventory®. Copyright © 2012 by Human Synergistics International.

All rights reserved.

Page 34: Creating a Top 100 Workplace Through Constructive Leadership and Culture

Comparisons to HSI

Constructive Benchmarks Outcomes Improvement from

1997-2012

Exceeds HSI’s

Constructive Benchmark

External Adaptability 1.08

Intra-Unit Teamwork and

Cooperation .20

Departmental Level Quality .44

Role Conflict .50

Inter-Unit Coordination .40

Intention to Stay 1.05

Stress .93

Motivation 1.32

Organizational Level Quality .49 Exceeds HSI’s Historical Average

Satisfaction 1.21

Role Clarity .69

Job Insecurity 1.17 Copyright © 2011 by Human Synergistics International. All rights reserved.

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Page 35: Creating a Top 100 Workplace Through Constructive Leadership and Culture

Additional Outcomes

2011 • Staff Satisfaction at 96th

percentile—an

all-time high

• #1 Best Workplace for

Women in Canada

• #5 Best Workplace for

Respect in Canada

• #31 Best Workplace in

Canada

2012 • Staff Satisfaction will be

re-assessed in June,

2012

• #6 Best Workplace for

Women in Canada

• Top Six Best Workplace

for Respect in Canada

• Top Six Best Workplace

for Credibility in Canada

And…

Copyright © 2011 by Human Synergistics International. All rights reserved. 34

Page 36: Creating a Top 100 Workplace Through Constructive Leadership and Culture

Additional Outcomes

2012

• #1 Best Workplace in Canada

Copyright © 2011 by Human Synergistics International. All rights reserved. 35

Page 37: Creating a Top 100 Workplace Through Constructive Leadership and Culture

Poll Question

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Do you know what your current culture

looks like?

a) Yes

b) No

If Yes, how do you know?

a) internal survey (developed in house)

b) validated survey (tested, reliable, and

used across many organizations)

c) observations, focus groups, or other

qualitative methods

Page 38: Creating a Top 100 Workplace Through Constructive Leadership and Culture

Questions

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Thank you for your interest today.

If anyone has any further questions, please e-

mail them to: [email protected]

For more information on MNP Consulting or

SaskCentral, please visit our websites:

www.saskcentral.com www.mnp.ca

Page 39: Creating a Top 100 Workplace Through Constructive Leadership and Culture

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