FIVE KEYS TO BUILDING A CULTURE OF DEVELOPMENT Northern Colorado - - PowerPoint PPT Presentation

FIVE KEYS TO BUILDING A CULTURE OF DEVELOPMENT

Northern Colorado Human Resources Association

Definition of Culture

• What is culture?
• “We are what we repeatedly

do” (Aristotle)

• Consistent, observable patterns of

accepted behaviors

• Why is it important?
• Affects business results and how those

results are achieved

• Affects the work environment and how

we work together

• Drives how people act and make

decisions

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Elements of Corporate Culture

CULTURE

SYSTEMS

Practices & processes that enable achievement of the vision, align with values, and support expectations

SUSTAINABILITY

Ongoing activities that foster the culture

VISION

Describes what we want to become

VALUES

Guiding principles that drive behavior & action

EXPECTATIONS

Key behaviors, policies, guidelines, rules 3

What Do We Mean by Development?

Increasing the capacity

• f your talent to

contribute to the

• rganization’s goals and
• bjectives

4

Employment Environment

• Employee Engagement –

Gallup Poll (2014)

• Engaged: 31.5%
• Disengaged: 51%
• Actively disengaged: 17.5%
• Industries with the lowest levels of engagement:

manufacturing, production, and the transportation and service industries

• Millennials are least engaged (not working in jobs that allow

them to use their talents and strengths)

• Colorado Unemployment rate: 4.2% (US: 5.6%)

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Image courtesy of stockimages at FreeDigitalPhotos.net

DEVELOPMENT CULTURE

SYSTEMS

Practices & processes that enable achievement

• f the vision, align with

values, and support expectations

SUSTAINABILITY

Ongoing activities that foster the culture

VISION

Describes the importance

• f development in our
• rganization

VALUES

Guiding principles that drive behavior & action around development

EXPECTATIONS

Key behaviors, policies, guidelines, rules that support development

• What is the

collective view of what we mean by development and what it should look like in our

• rganization?
• What are our

fundamental beliefs regarding career development?

• Who “owns”

development?

• What is the

company’s responsibility?

• Senior leadership

role definition

• General people

leader role definition

• HR/OD role

definition?

• Employee role

definition?

• Talent Processes:
• Hiring &

Selection

• Performance
• Rewards
• Succession
• Training
• Coaching
• Feedback
• Tools

(assessments)

• Communication

practices

• Do our

expectations and systems align with

• ur vision and

values?

• Measurement of

progress/results

• Improvement and

implementation 6

Career Development Culture – Key #1

VISION

Describes the importance

• f career development

in our organization

Create a target of what ‘good’ looks like relative to career development in your

• rganization

If you can only do one thing…

Image courtesy of Stuart Miles at FreeDigitalPhotos.net

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You’re on your own – sink or swim We focus on specific individuals or groups (e.g. high potentials, senior leaders) Our “go-to” employees have Interesting or challenging

• pportunities

We provide a few tools/ resources for everyone Most employees have a written development plan; reviewed at least periodically High degree of

• ngoing

development activity, career path

• pportunities

identified for nearly everyone Everyone believes (and behaves like) they have challenging

• pportunities to

grow and develop

Development Vision Continuum

• Where is your organization currently?
• Where do you want to be?

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Vision Examples…

• While we recruit for culture and technical fit for the job, there

are many opportunities for employees to also explore their passions and find their calling or purpose at work. (Zappos)

• Our founders built Google around the idea that work should be

challenging, and the challenge should be fun.

• We are committed to providing the tools, opportunities and

feedback to help employees fully develop their talents. (USAA)

• We are committed to associates development and strive to

enable them to achieve their full potential. (W. L. Gore & Associates)

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Development Vision - Components

• Business Need: Ongoing employee development is key to

achieving our future

• Feedback: Helpful, candid feedback is shared regularly
• Communication: Multiple forums exist for ongoing career

discussions

• Opportunities: Everyone has an opportunity for

challenging developmental actions/assignments

• Tools/Resources: We continuously evaluate and upgrade
• ur tools and resources to support development at all

levels

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Career Development Culture – Key #2

VALUES

Guiding principles that drive behavior & action around development

Establish employee

• wnership for career

development as a primary value If you can only do one thing…

Image courtesy of stockimages at FreeDigitalPhotos.net

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What Does Employee Ownership for Development Look Like?

The Employee…

• Clarifies his/her career goals
• Seeks feedback/guidance on the competencies/

skills needed

• Builds relationships/networks to gain visibility
• Initiates development discussions and shares plans

and goals

• Utilizes the organization’s tools/resources
• Performs well in current role

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Career Development Culture – Key #3

EXPECTATIONS

Key behaviors, policies, guidelines, rules that support development

Build your people leaders (managers) development coaching competence If you can only do one thing…

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Managers as Development Coaches

…recognize that employee development is a fundamental responsibility of their role …regularly reserve time for development discussions …demonstrate genuine interest …develop skill in asking insightful questions …listen carefully …provide useful feedback …know how to apply organizational resources …encourage accountability and follow-up

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Career Development Culture – Key #4

SYSTEMS

Practices & processes that enable achievement

• f the vision, align with

values, and support expectations

• Separate the performance and

development conversations, but link the outcomes

• Go beyond the “training”

mindset and use the 70/20/10 development framework

If you can only do one (two) things…

Image courtesy of Danilo Rizzuti at FreeDigitalPhotos.net

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Separating the Performance and Development Conversations

• Performance

Management Manager Drives

• Development

Planning Employee Drives

Shorter-Term (Role) Development Longer-Term (Career) Development Mutually Supportive and Consistent

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The 70-20-10 Development Framework

70/20/10 learning concept was developed by Morgan McCall, Robert W. Eichinger , and Michael M. Lombardo at the Center for Creative Leadership

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Career Development Culture – Key #5

SUSTAINABILITY

Ongoing activities that foster the culture

Measure the frequency and quality of development conversations If you can only do one thing…

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There’s a Lot of Things That Can Be Measured Around a Culture of Development

• Alignment of people systems with vision and values
• Internal promotional rate/succession
• Training Levels (beyond evaluations)
• Learning
• Behavior Change
• Business Results
• Return on Investment
• Engagement Surveys
• Contribution Survey

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Summary – Building a Culture of Development

ü

Create a target of what ‘good’ looks like relative to career development in your organization

ü

Establish employee ownership for career development as a primary value

ü

Build your people leaders (managers) development coaching competence

ü

Separate the performance and development conversations, but link the outcomes

ü

Go beyond the “training” mindset and use the 70/20/10 development framework

ü

Measure the frequency and quality of development conversations

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VISION VALUES EXPECTATIONS SUSTAINABILITY SYSTEMS SYSTEMS

Q & A

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Contact Information: Paul Terry pterry@paulterryconsultinggroup.com