Round pegg culture in the cloud
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Culture FactsCulture is King
Culture accounts for 89% of whether your people will thrive or fail
70% of culture initiatives do not succeed
Culture initiatives can have negative repercussions because it is a one-time initiative
Culture change and culture alignment requires a dedicated commitment
An organization must measure, manage and monitor their unique culture
RoundPegg Culture Alignment A Different Perspective on Culture
Alignment is key - are employees pulling
in the same direction?
There are no bad cultures - just strong and
weak cultures. Strong cultures thrive.
Culture doesn’t come from the top down -
everyone contributes.
Everyone owns the culture and must have
access to the proper tools to manage it.
Simplicity - understanding and managing
culture does not have to be hard.
RoundPegg Culture SuiteApps for All Culture Levers
CulturePeggMeasure Culture | Track Alignment
HirePeggHire for Alignment
TeamPeggDevelop for Alignment
EngagePeggReward for Alignment
Mark Lucier Company Culture
Culture Compare
Mark LucierCollaborationCollaborative cultures value synergy and cooperation.Individuals are expected to listen to others' ideas andtreat each other with respect. The open, sharing
environment often results in prolonged decision-making - withindividuals sometimes refraining from voicing dissent. Individualachievement is generally sacrificed in lieu of celebrating teamsuccess.
Roundpegg Inc.CultivationCultivation cultures value bringing out the best inindividuals. Focus is on potential and providingopportunities for growth, with less importance placed on
rules and controls. The environment is people-focused andindividuals generally feel inspired to develop their abilities. Systemscan be relatively inefficient when people are prioritized over details.
Alignments0 Alignments
Variance1 Variance
Collaboration Overall Culture Preference
Overall Culture Preference Variance
Mark Lucier collaboration Roundpegg Inc. cultivation
The Dynamic The Potential Challenge The Complement
Your team has a Cultivation culture so tends tovalue a focus on potential, personal growth, andon opportunities overriding rules, while Markhas a Collaboration cultural preference andlikely values synergy and cooperation -prioritizing team success over individualachievement.
Mark has the potential to create friction withinthe team by allowing opportunities fordevelopment or growth to pass by becausethere was no opportunity for discussion orconsensus building.
Mark has the potential to complement the teamby ensuring all team members have discussedand agreed to any development initiative takenon by the team.
Actions
Suggest that Mark either join or initiate a project or task force that requires collaborative, cooperative efforts.
Encourage Mark to preface any suggestions of collaboration with, "I think we can leverage the potential strength each of us brings by joining forceson..." to prevent misinterpretation.
Suggest that Mark share with you, at your regular 1:1 meeting, specific situations where economies of scale and synergies between team membershave the potential to lead to more impactful results.
Allow Mark to take lead on projects that require synergy and cooperation.
Table Stakes Variance
There are no variances between Mark Lucier and Roundpegg Inc. in this category.
Culture Value Variance
There are no variances between Mark Lucier and Roundpegg Inc. in this category.
CulturePegg- Culture SimplifiedTrack Progress Toward Alignment Goal
Measure, manage and monitor culture in the cloud
Identify differences and misalignments in subcultures
Track toward desired culture for long term success
Move the needle and track culture alignment improving through the organization
RoundPegg Quarterly Culture AnalysisJune 2012 Prepared by Brent Daily
Core Values: Sharing information freely, Creativity, Adaptability, Being people oriented
Risk takingInformalityBeing supportive
Seeking consensus7.4% More Important 61
16.02% YTD
22%cost to replace $1,246,000
Trending Values
Above metrics on 0 - 100 scale. Exited Employee Fit is the only number where lower is desired.
Con!ict Value Movement Company Alignment At-Risk Employees
Recruiting Avg. Fit New Hire Avg. Fit Exited EE Avg. Fit Top Performer Avg. Fit
5.7% QoQ 2.1% QoQ 3.2% QoQ 8.4% QoQ
Engineering Marketing Sales Product
6.2% QoQ47
1.4% QoQ52
8.9% QoQ84
7.4% QoQ94
EMEA G&A Professional Services Support
2.2% QoQ55
3.4% QoQ61
1.7% QoQ19
4.3% QoQ68
Key Cultural Alignment Indicators
Culture Tracker
Sub-Culture Alignment Tracking
100
80
60
40
20
0
<40 47% more likely to turnover | 40-64 your existing turnover rate | 65+ 27% less likely to turnover
Overall Culture Avg. FitNew Hire Avg. Fit
64 78 42 56
HirePegg- Hire for AlignmentHiring for Culture Fit
Improve retention by hiring for good fits
Understand how candidates fit to the company’s core values
Predictively recognize misalignment to the team and manager
Identify how best to work with the candidate
Customized behavioral interview questions for every potential misalignment
TeamPegg- Develop for AlignmentImproving Team Cohesiveness
Get the best out of human capital
Develop by leveraging employee strengths and values
Simple tools for managers
Custom coaching guides for every employee
Onboarding- blueprints for new hires setting them up for success
Transparency encourages team cohesiveness and camaraderie
Mark Lucier Company Culture
Culture Compare
Mark LucierCollaborationCollaborative cultures value synergy and cooperation.Individuals are expected to listen to others' ideas andtreat each other with respect. The open, sharing
environment often results in prolonged decision-making - withindividuals sometimes refraining from voicing dissent. Individualachievement is generally sacrificed in lieu of celebrating teamsuccess.
Roundpegg Inc.CultivationCultivation cultures value bringing out the best inindividuals. Focus is on potential and providingopportunities for growth, with less importance placed on
rules and controls. The environment is people-focused andindividuals generally feel inspired to develop their abilities. Systemscan be relatively inefficient when people are prioritized over details.
Alignments0 Alignments
Variance1 Variance
Collaboration Overall Culture Preference
Overall Culture Preference Variance
Mark Lucier collaboration Roundpegg Inc. cultivation
The Dynamic The Potential Challenge The Complement
Your team has a Cultivation culture so tends tovalue a focus on potential, personal growth, andon opportunities overriding rules, while Markhas a Collaboration cultural preference andlikely values synergy and cooperation -prioritizing team success over individualachievement.
Mark has the potential to create friction withinthe team by allowing opportunities fordevelopment or growth to pass by becausethere was no opportunity for discussion orconsensus building.
Mark has the potential to complement the teamby ensuring all team members have discussedand agreed to any development initiative takenon by the team.
Actions
Suggest that Mark either join or initiate a project or task force that requires collaborative, cooperative efforts.
Encourage Mark to preface any suggestions of collaboration with, "I think we can leverage the potential strength each of us brings by joining forceson..." to prevent misinterpretation.
Suggest that Mark share with you, at your regular 1:1 meeting, specific situations where economies of scale and synergies between team membershave the potential to lead to more impactful results.
Allow Mark to take lead on projects that require synergy and cooperation.
Table Stakes Variance
There are no variances between Mark Lucier and Roundpegg Inc. in this category.
Culture Value Variance
There are no variances between Mark Lucier and Roundpegg Inc. in this category.
EngagePegg- Reward for AlignmentKeep a finger on the pulse
Drive performance with aligned rewards
Track engagement regularly- not once a year
Proactively reengage employees
Early warning alerts for managers if team engagement falls
Pointed suggestions for managers to boost engagement based on preferences of team
Getting StartedRoundPegg Rollout for Culture Alignment
One-time change initiatives fail. On-going alignment works and RoundPegg makes it simple.
Dedicated Account Manager to assist in rollout
Internal marketing materials and communication templates
Training for recruiters and hiring managers
Executive presentation of culture baseline
Social applications that encourage participation
Start working to culture alignment in 4-8 weeks
Culture: EvolvedSocial Applications Allow for Lasting, Long-Term Culture Management
RoundPegg ROIPerformance, Retention