FIVE KEYS TO BUILDING A CULTURE OF DEVELOPMENT. Northern Colorado Human Resources Association

Transcription

1 FIVE KEYS TO BUILDING A CULTURE OF DEVELOPMENT Northern Colorado Human Resources Association

2 Definition of Culture 2 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

3 Elements of Corporate Culture 3 CULTURE VISION Describes what we want to become VALUES Guiding principles that drive behavior & action EXPECTATIONS Key behaviors, policies, guidelines, rules SYSTEMS Practices & processes that enable achievement of the vision, align with values, and support expectations SUSTAINABILITY Ongoing activities that foster the culture

4 What Do We Mean by Development? 4 Increasing the capacity of your talent to contribute to the organization s goals and objectives

5 Employment Environment 5 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%) Image courtesy of stockimages at FreeDigitalPhotos.net

6 DEVELOPMENT CULTURE VISION Describes the importance of development in our organization VALUES Guiding principles that drive behavior & action around development EXPECTATIONS Key behaviors, policies, guidelines, rules that support development SYSTEMS Practices & processes that enable achievement of the vision, align with values, and support expectations SUSTAINABILITY Ongoing activities that foster the culture What is the collective view of what we mean by development and what it should look like in our organization? 6 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 our vision and values? Measurement of progress/results Improvement and implementation

7 Career Development Culture Key #1 7 If you can only do one thing VISION Describes the importance of career development in our organization Image courtesy of Stuart Miles at FreeDigitalPhotos.net Create a target of what good looks like relative to career development in your organization

8 Development Vision Continuum 8 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 opportunities We provide a few tools/ resources for everyone Most employees have a written development plan; reviewed at least periodically High degree of ongoing development activity, career path opportunities identified for nearly everyone Everyone believes (and behaves like) they have challenging opportunities to grow and develop Where is your organization currently? Where do you want to be?

9 Vision Examples 9 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)

10 Development Vision - Components 10 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 our tools and resources to support development at all levels

11 Career Development Culture Key #2 11 If you can only do one thing VALUES Guiding principles that drive behavior & action around development Establish employee ownership for career development as a primary value Image courtesy of stockimages at FreeDigitalPhotos.net

12 What Does Employee Ownership for Development Look Like? 12 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

13 Career Development Culture Key #3 13 If you can only do one thing EXPECTATIONS Key behaviors, policies, guidelines, rules that support development Build your people leaders (managers) development coaching competence

14 Managers as Development Coaches 14 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

15 Career Development Culture Key #4 15 If you can only do one (two) things SYSTEMS Practices & processes that enable achievement of 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 Image courtesy of Danilo Rizzuti at FreeDigitalPhotos.net

16 Separating the Performance and Development Conversations 16 Performance Management Manager Drives Employee Drives Development Planning Shorter-Term (Role) Development Longer-Term (Career) Development Mutually Supportive and Consistent

17 The Development Framework 17 70/20/10 learning concept was developed by Morgan McCall, Robert W. Eichinger, and Michael M. Lombardo at the Center for Creative Leadership

18 Career Development Culture Key #5 18 If you can only do one thing SUSTAINABILITY Ongoing activities that foster the culture Measure the frequency and quality of development conversations

19 There s a Lot of Things That Can Be Measured Around a Culture of Development 19 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

20 Summary Building a Culture of Development 20 ü ü ü ü ü ü VISION VALUES EXPECTATIONS SYSTEMS SYSTEMS SUSTAINABILITY Create a target of what good looks like relative to career development in your organization Establish employee ownership for career development as a primary value Build your people leaders (managers) development coaching competence Separate the performance and development conversations, but link the outcomes Go beyond the training mindset and use the 70/20/10 development framework Measure the frequency and quality of development conversations

21 Q & A 21 Contact Information: Paul Terry pterry@paulterryconsultinggroup.com