EMPLOYEE BRANDING PRESENTATION

DEVELOPING HIGH PERFORMANCE

WORK CULTURE

Special thanks to

Dr Arya Sri’

Former Director

SSIM

JNTUH

Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD INDIA www.srgi.info

What is High performance Work culture?

Many organizations have "fun" or "vibrant" cultures. But relatively few manage to make their business objectives and their overall vision live and breathe through their employees, from senior executives to the front line.

Great organizations foster a passion for the business that encourages people to give their best and at the same time creates a more fulfilling workplace for the employee.


Organisations with high-performance values and behaviors inspire loyalty from employees, who want to stay and be part of a team. They create advocates, who are positive about the business to customers, colleagues and recruits.

They generate commitment to go the extra mile, and to do the right thing, rather than necessarily just the easy thing.


High-performance organizations don't take culture for granted; they manage it. That's a tall order, because it requires engaging people's inherent beliefs-about the value they place on their work and contributing to a common enterprise.

High-performance cultures also show a strong capacity to change-a critical attribute since organizations must continue to evolve as strategic goals shift.


How to Achieve a High Performance Culture?

In a high-performance work culture, the organization meets these criteria:

1. People know what has to be done (outcome of clear goals).2. They know why it must be done (outcome of clear vision).3. They can develop an effective plan to carry it out.4. They have access to the resources to execute the plan.


5. They are alert to cues and feedback that show them the effectiveness of their efforts -- and are able to make adjustments. 6. They maintain energy and enthusiasm despite difficulties.7. They feel recognized for their contributions.

High-level job performance results in high employee commitment.


What factors affect High Performance

Work culture?

• Employee morale

• Commitment to the organization

• Adaptability to change

• Environment for innovation

• Satisfaction with work content

• Workload and productivity

• Commitment to quality


• Compensation and benefits

• Evaluation of job performance

• Immediate manager's people skills

• Immediate manager's "task" skills

• Cooperation and teamwork

• Employee involvement

• Formal communications

• Career opportunity

• Working conditions

• Job security Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD

INDIA www.srgi.info

Are You Thinking of High Performance?

• Develop a supportive culture

• Never try to teach people to use new tools without changing the systems

• Develop leadership

• Develop the ability to change the systems, and their resultant work practices


• inspire them to higher levels of performance

• Develop a shared vision of what a high performance workplace looks like.

• Systems change shapes and shifts a culture

• More people equal more emotion, and with the right systems in place, you are in a much better position to ensure that the emotions you generate will be highly positive, as opposed to largely negative.

A high performance work culture results in consistently great results.


Driving a High-Performance Culture

Become the change agent for creating a high-performance culture.

• Build organisational capability and to drive business performance leading to results.

• Measuring and rewarding the desired outcomes.

• Performance, execution and delivering results permeate the organisation.

• Let there be clear rewards for high levels of performance, and consequences if results are not delivered.

• Focus in this environment on talent and leadership acquisition and development.

• Set your expectations on excellence in the leadership team and a consistency in how leaders function and take responsibility for results


•Be part of the leadership team at all levels, focusing on organizational priorities, rather than just people issues.When this is working, the entire enterprise sees the importance of people and leadership and HR becomes a contributor at a much higher level and with much more influence.

Finding a way to compete for talent, create a good working environment, help the workforce develop new skills, formalise rewards systems, and comply with applicable regulations. These key activities lead and drive to cultural development.


If you recognize the importance of a sustaining a high-performance culture as a competitive advantage, you will become one of the best performers.

Changing the culture requires the efforts of everyone in the enterprise. It is sometimes better to work to shape the culture in a natural evolution, rather than to try to change deeply ingrained working styles and behavioural norms.

With support of the senior team, you can begin to define what the current cultural status is and how it adds or detracts from the organizational objectives. Dr. B RATAN REDDY RATAN B SCHOOL HYDERABAD

INDIA www.srgi.info

We can determine whether or not the culture attracts, retains and engages the right talent. We can identify the best parts of the culture, and the undesirable aspects can be discussed.

One way to accomplish high performing work culture is to conduct a cultural assessment or audit of your organisation through employee surveys, focus groups or interviews.


Review your organizational history, leadership styles, HR programming and industry practices to determine what currently drives and reinforces the culture.

Finally, what is your customer experience? What cultural elements are obvious to customers?

Is culture aligned with business strategy? Where are the disconnects? What needs to change?

This can be the basis for healthy discussion at team meetings and employee chat sessions.


Some Hints

Develop a organisational case for cultural change. Why is the change needed? How will desired changes in culture support the organisational strategy?

Work with the senior leadership team to determine the desired culture. Core values, desired behaviours and shared vision are essential for a positive culture change effort to succeed. Every leader must embrace the need to change, or it won’t happen. Senior leaders must make new behaviours their way of life to reinforce desired change.


Develop an agenda or action plan for enhancing the culture or bringing about change. Start with the highest priorities and work on the toughest issues. For your culture to become self- replicating, the way things are done will have to reinforce the core values and the culture.

Communicate what needs to change and why. Solicit input from people. Once the needed changes and process for change is defined, tell people what is expected. What are the rewards for changing, and the consequences for more of the same.


If necessary, Change the organisational structure to enable change. Find new ways to accomplish work tasks. Use teams for one-time projects. Broaden roles and responsibilities.

Acquire talent based on cultural fit. Identify the characteristics of people who exhibit those behaviours that you’ve identified as desirable. The people who fit and thrive in your culture will perpetuate that culture in everything they do. If you have to choose between the candidate who has better skills or knowledge but doesn’t fit, and a candidate who is slightly less qualified but fits culturally, choose the slightly less qualified person and provide the necessary training or on-the-job experience. Get rid of those who don’t fit in the culture.


Redesign your on-boarding process. Make sure that every new hire knows what it will take to fit in, and understands the cultural imperatives. Talk about the ways of working that lead to success and those that will derail careers. Create legendary stories of successes and failures.

Create cultural messages. Be sure that every meeting, every training program, every communication to people includes cultural messaging and reinforces the values, mission, traditions and practices.

Involve everyone. Southwest Airlines has a culture committee, but there are many ways to get people involved. Try focus groups around topics. Form cross functional teams. Call random groups of employees together for monthly breakfast or lunch meetings. Engage the help and support of a group of passionate, committed people to identify cultural disconnects and recommend remedies.


Build an internal brand that supports the external brand. Make a promise to deliver a consistent employee experience. Be sure that your employees know the differentiating elements in their experience in the organisation that will enhance their work lives and careers. Begin to create an employer of choice reputation internally and externally.

Recognise and reward results. Your recognition and rewards should support the culture that you are working to reinforce.


Cultivate leaders who promote your culture. Develop excellent leaders who will propel the culture down the ranks. Identify high potential leaders and promote them. Invest in leadership development programs. Be sure content reinforces cultural messages. Keep the good ones, and get rid of those who are unable to pass the culture on.

Make it interesting and fun. Create contests, activities that enhance the culture. Decorate the office in inspiring ways. Celebrations and events can reinforce the message.


Use tools such as Performance review forms etc. Every training class should reinforce the basic behaviours and values that reinforce the culture. Performance review forms should measure cultural fit, as well as, job performance.

Culture has to become the DNA that forms the building blocks over everything else. So the entire organisation must have a role in keeping it alive.

Work with corporate communications, advertising, and marketing to capture the culture messages and tout these internally and externally.

Work with your legal department to demonstrate the company culture by developing ethical standards and a code of conduct that is not just in compliance but also the right thing to do.


Any Questions?


EMPLOYEE BRANDING PRESENTATION

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