TAFEP Work Life Week 2014 HR Practitioners

Copyright © aAdvantage Consulting 2014. All Intellectual Property Reserved.
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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

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Single point-of-contact solution partner
Single point-of-contact solution partner
•Strategic
•Implementation- focused
•Results-driven
•Sustainable

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Our Clients across Sectors
Private Sector
Public Sector

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Our Experience in Culture Transformation

Strategic Partners for a Seamless Transformation
With30yearsinbusinesstransformationworkingwithcrossfunctionalteams,theirpassionliesindevelopingleaders, facilitatingactiveparticipationfororganizationalchange,developingresourcefulteamsandaligningstrategicobjectives.Theirgoalistohelporganizationsachievetheirfullpotential, wherepeopletakeownership,buildcommitmentandbridgecommunicationgaps.
aAdvantageConsultingtogetherwithCultureLeadershipGrouppartnerorganisationstoensuresuccessfultransformationfromconceptthroughtoimplementation.
Establishedin2002,thefoundersarebondedbythebeliefthatconsultantsneedtogetmoreinvolvedinimplementationwork.WithkeysolutionssuchasResearch,TeamBuilding& Development,CultureTransformation, andHRTransformation,thefirmhelpsorganisationsanditspeopletoachieveimpactfulandsustainableimplementation. www.aadvantage-consulting.com
www.CultureLeadershipGroup.com

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www.aadvantage-consulting.com
Implementing a Sustainable Work Life Strategy

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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.

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“Our culture is the foundationfor 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

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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 yrperiod?
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

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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 “organisationalculture is critical to an organisation’s success”.
45%of respondents agreed culture wasnoteffectively managed.
96%of respondents agreed culture change is neededin their organisation
51% of respondents think their culture needs a major overhaul

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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

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Best EmployersValues
Employee recognition
Teamwork
Coaching/mentoring
Balance (home/work)
The following table shows the values that were present in the top ten current culture valuesof 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

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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.

16”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”

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When Leaders Transform the Organisation Transforms
A whole system approach calls for actions in all four dimensions at the same time
COLLECTIVE
INDIVIDUAL
OBJECTIVE
SUBJECTIVE
Character
Actions and Behaviours
of the Leaders
Personality
Values and Beliefs of the Leaders
Culture
Values and Beliefs of the Organization
Source: K Wilber –Integral Model “A Brief History of Everything”
Environment
Structures
Actions and Behaviours of the Organization
2
4
1
3

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Enabling Work Life to Work
•Open Communications
•Staff Engagement
•Consensus Building
•Active Listening
•Non Judgemental
•Accepting Differences
•Internal Cohesion
•Fairness
•Trust
•Teamwork
•Accountability

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“Bringing your values to work”
Values, Beliefs and Behaviours
Chooseone value that is important to you.
What is your beliefabout 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.)

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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?

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Building a Culture that Supports Work Life

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Whole System Transformation Evolution
A whole system approach calls for actions in all four dimensions at the same time
COLLECTIVE
INDIVIDUAL
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
Character
Actions and Behaviours
of the Leaders
Personality
Values and Beliefs of the Leaders
Culture
Values and Beliefs of the Organization
Structures
Actions and Behaviours of the Organization

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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

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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 compelling
Reasons 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

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The ABC’s of
High Performing Cultures
Awareness

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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 TeChing of Leadership

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Maslow’s Needs to Barrett’s Consciousness
Needs
Consciousness
Self-Actualization
Richard Barrett
Safety
Love & Belonging
Self-esteem
Physiological
Safety
Love & Belonging
Self-esteem
Know and Understand
Abraham Maslow

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Positive Focus / Excessive Focus
Service
Making a Difference
Internal Cohesion
Transformation
Self-esteem
Relationship
Survival
Financial Stability
Shareholder value, organisational growth,
employee health, safety. Control, corruption, greed
Employee Recognition
Loyalty, open communication, customer satisfaction, friendship. Manipulation, blame
High Performance
Systems, processes, quality, best practices, pride in performance. Bureaucracy, complacency
Continuous Renewal and Learning
Accountability, adaptability, empowerment, teamwork, goals orientation, personal growth
Building Internal Community
Shared values, vision, commitment, integrity, trust, passion, creativity, openness, transparency
Strategic Alliances and Partnerships
Environmental awareness, community involvement, employee fulfilment, coaching/mentoring
Service To Humanity and the Planet
Social responsibility, future generations, long-term perspective, ethics, compassion, humility
The Barrett Seven Levels of OrganisationalConsciousness

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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
4
2
5
7
9
6
8
3
1
10
Positive values
Potentially limiting values

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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.

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Cultural Entropy
Productive work
Lack of productivity or destructive behaviour
What does 41% entropy look like?

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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

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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

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Best Employers have Lowest Entropy
Cultural Entropy
Employee 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)
client service
20
6(O)
balance (home/work)
18
4(O)
information sharing
17
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)
professionalism
11
3(O)
adaptability
10
4(I)
cooperation
10
5(R)
respect
10
2(R)
teamwork
10
4(R)
ValuesPlot
August 19, 2014
Copyright 2014 Barrett Values Centre
I = Individual
R = Relationship
Black Underline= PV & CC
Orange= PV, CC & DC
Orange= CC & DC
Blue= PV & DC
P = Positive
L = Potentially Limiting (white circle)
O = Organisational
S = Societal
Matches
PV -CC 2
CC -DC 4
PV -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
T
T
T
T
T
T
T
T
T
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)
accountability
11
4(R)
initiative
11
4(I)
trust
11
5(R)
Cultural Entropy:
Current Culture
27%
T
T
T
T
T
T
T
T
T

client service
19
6(O)
bureaucracy (L)
17
3(O)
accountability
14
4(R)
achievement
12
3(I)
control (L)
12
1(R)
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)
client service
20
6(O)
balance (home/work)
18
4(O)
information sharing
17
4(O)
employee engagement
13
5(O)
efficiency
12
3(O)
innovation
12
4(O)
open communication
12
2(R)
11
4(O)
professionalism
11
3(O)
adaptability
10
4(I)
cooperation
10
5(R)
respect
10
2(R)
teamwork
10
4(R)
ValuesPlot
August 19, 2014
I = Individual
R = Relationship
Orange= PV, CC & DC
Orange= CC & DC
Blue= PV & DC
P = Positive
O = Organisational
S = Societal
Matches
PV -CC 2
CC -DC 4
PV -DC 4
Level
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
T
T
T
T
T
T
T
T
T
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)
accountability
11
4(R)
initiative
11
4(I)
trust
11
5(R)
Cultural Entropy:
Current Culture
27%

client service
19
6(O)
bureaucracy (L)
17
3(O)
accountability
14
4(R)
achievement
12
3(I)
control (L)
12
1(R)
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)
client service
20
6(O)
balance (home/work)
18
4(O)
information sharing
17
4(O)
employee engagement
13
5(O)
efficiency
12
3(O)
innovation
12
4(O)
open communication
12
2(R)
11
4(O)
professionalism
11
3(O)
adaptability
10
4(I)
cooperation
10
5(R)
respect
10
2(R)
teamwork
10
4(R)
ValuesPlot
August 19, 2014
I = Individual
R = Relationship
Orange= PV, CC & DC
Orange= CC & DC
Blue= PV & DC
P = Positive
O = Organisational
S = Societal
Matches
PV -CC 2
CC -DC 4
PV -DC 4
Level
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
Cultural Entropy:
Current Culture
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)
balance (home/work)
13
4(I)
efficiency
13
3(I)
positive attitude
13
5(I)
accountability
11
4(R)
initiative
11
4(I)
trust
11
5(R)

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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

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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

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Reflection

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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?

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Where do you begin…
Personal Values Assessment
www.CultureLeadershipGroup.comwww.aAdvantage-consulting.com

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•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

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Work Life Grant
Developmental Grant ($40,00)
1st$10,000
(Compulsory)
1.Conducts needsanalysis
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 FWApolicies
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

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for your evaluation

49From vision to results

TAFEP Work Life Week 2014 HR Practitioners

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TAFEP Work Life Week 2014 HR Practitioners