WANT TO GROW YOUR COMPANY? IMPROVE THE CULTURE!

Transcription

1 HEALTH WEALTH CAREER WANT TO GROW YOUR COMPANY? IMPROVE THE CULTURE! Presented by: Amit Loungani, Mercer PeoplePro Tonushree Mondal, Mercer PeoplePro Ruth Baylis, Mercer PeoplePro

2 HEALTH WEALTH CAREER BROUGHT TO YOU BY:

3 HOUSEKEEPING Nancy Kingsland Nancy has over 25 years of employee health and wellness benefits experience, including 11 years at Mercer, several years as a partner at another major global HR consulting firm, key leadership at a wellness start-up, wholly-owned by a major health system and leading global wellness at a F500 company. Credit Questions Topic MERCER 2015 Options, approvals 2

4 HOUSEKEEPING Certificates delivered by no later than 10/20/16 Be watching using YOUR unique URL for login Stay on the webinar, online for the full 60 minutes. The use of this seal confirms that this activity has met HR Certification Institute's (HRCI ) criteria for recertification credit pre-approval. Recertification Credit Hours Awarded: 1 Specified Credit Hours: HR (General) recertification credit hours toward aphr, PHR, PHRca, SPHR, GPHR, PHRi, SPHRi recertification through HR Certification Institute's (HRCI ). For more information about certification or recertification, please visit the HR Certification Institute website at MERCER 2015 Options, approvals 3

5 TODAY S FEATURED SPEAKERS Tonushree Mondal Ruth Baylis Amit Loungani Mercer PeoplePro PRO A 20-year veteran, Tonushree Mondal has worked across the Consumer, Technology, Financial Services, Education, Oil and Gas industries, for global clients, in country and in field operations throughout the world. Mercer PeoplePro PRO Ruth Baylis has 20+ years in HR, on the client side of the business. She has experience in Financial Services, Healthcare, Tech startups and Environmental non-profits. Her specialties lie in the Talent Acquisition/Management and Business Partner space. Mercer PeoplePro Principal and Business Leader Prior to this role, Amit was a Health and Benefits consultant, helping clients on various topics such as the Affordable Care Act (ACA) Regulations, annual market trends and benefit strategies. MERCER Options, approvals

6 WHAT YOU WILL ENJOY TODAY The latest innovations in HR that enable a company to thrive How best to define your organization s culture How to make the organization s culture sustainable How to scale your company while keeping your culture as your strongest asset MERCER Options, approvals

7 WHO IS MERCER PEOPLEPRO? MERCER PEOPLEPRO TM Mercer PeoplePro is the most powerful and affordable virtual marketplace for HR consulting and solutions. Designed to bring Mercer s trusted brand and expertise to the small business segment, Mercer PeoplePro will power the HR engine needed by companies to grow fast, and attract and retain the best talent. MERCER

8 WHAT IS CULTURE? WHY IS IT SO IMPORTANT TODAY? MERCER MERCER

9 MERCER

10 CULTURE Culture is a pattern of beliefs, values and expectations, shared by the members of an organization, which produce rules for behavior. These values, beliefs and expectations powerfully shape the behavior of individuals and groups within the organization. Culture is the way we do things around here MERCER

11 WHY IS CULTURE MORE IMPORTANT NOW? Business evolution continues to have a far-reaching impact on where and how work is done Talent scarcity amidst increased globalization Disruptive innovation and improved technology creating new business models Added competition impacting market share and sustainability Workforce shifts in the world are redefining traditional work arrangements Nature of work - New work models and remote/flexible work arrangements changing how work is done Generational shifts - Millennials dominating the workforce, young entrepreneurs and start-up boom creating new demands Employee expectations on careers, work-life and rewards changing Baby boomers retiring, creating gaps in the leadership pipeline The culture code is more strongly defining who stays or leaves an organization in the war for talent! MERCER

12 ZAPPOS Zappos Shaped by the CEO 10 core values that are simple to remember Constantly reinforced in everything they do Integrated with all programs Kept fresh with employee input on how they are living the values Given a unique identity by being quirky MERCER

13 DEFINING YOUR COMPANY CULTURE (I) ARTIFACTS (II) AUTHENTICITY MERCER MERCER

14 DEFINING YOUR COMPANY CULTURE ECO-SYSTEM Enabling mechanisms that ensure culture success Are the structures, rules and regulations enabling the achievement of the culture? Are decisions made at the right level in the organization? How is performance measured and rewarded? How transparent are the communication channels in the organization? Is everyone pulling for the team? How is culture enabled? CORE BEHAVIORS Behaviors expected of all employees Expectations vary based on career stage/level Embedded within talent programs How is culture defined? CORE VALUES Foundational beliefs of the company Core traits expected equally of employees Less scope for scalability Non- negotiables MERCER

15 ARTIFACTS SUPPORT CULTURE Increasingly being used to foster: Innovation Collaboration Mindfulness MERCER

16 ARTIFACTS SUPPORT CULTURE Free food, beer, pingpong, gym, and yoga classes are all becoming the norm in attracting talent in technology companies MERCER

17 ARTIFACTS SUPPORT CULTURE Core Values clearly articulated and visibly demonstrated reinforce the core beliefs of a company MERCER

18 ARTEFACTS DON T WORK WITHOUT AUTHENTICITY Don t let leaders off the hook!!! Measure leaders on how quickly and consistently they emulate the values! MERCER

19 SUSTAINING YOUR COMPANY CULTURE (III) BEHAVIORS LINKED TO (IV) BUSINESS STRATEGY MERCER MERCER

20 BUILD A SUSTAINABLE CULTURE Reinforce Build into the culture of the organization by reinforcing through programs & processes, with fun, engagement and ownership from the top. Communicate ( Leading in the Company Way ) Develop a communication and change management plan and cascade effectively through different levels. Teach the culture, what it means and how you live it and make decisions based on it. Future State Vision Explore best practices, envision the future and understand gaps from current state. Clearly define what the future looks like. Culture implementation plans generally progress along four dimensions starting at the bottom and working up over an month period. 1 Current State Assessment Gain understanding of current state data and perspectives from leaders and employees. Understand the pain points and barriers to change. MERCER

21 DEFINE LEADERSHIP BEHAVIORS BY CAREER STAGE Staged Leadership Behaviors Anchor Career Paths Staged Leadership Behaviors Managing Managers Company was trying to drive a new culture with new behaviors and career paths that offered lateral career movements across their businesses MERCER

22 DERIVE BEHAVIORS FROM THE BUSINESS STRATEGY Business Strategy Leadership Behaviors should be drawn from the Business Strategy of the Organization and clearly tied to drive the right outcomes MERCER

23 EMBED BEHAVIORS IN TALENT PROCESSES Rewards Hire, on-board, measure, grow and reward talent on the basis of the behaviors they demonstrate Career Development Workforce Planning CAREER FRAMEWORK Performance Management Selection and Retention Succession Management MERCER

24 SCALING FOR GROWTH ( V) CHAMPIONS (VI) CONNECTIONS MERCER MERCER

25 CHAMPIONS OF CULTURE What are champions of culture: A group of individuals, chosen from all levels of the organization, who are tasked with being the culture champions Have inherent believability and respect Are natural leaders not based on position within organization Will ensure culture is being reflected in all actions across the business What a champion is not: Only senior levels of the organization or HR Someone who is a great producer but has a negative attitude The party planners MERCER

26 WHAT CHAMPIONS OF CULTURE CAN DO Embed and enforce your culture, along with vision/values/mission Ensure the company s culture is meeting the needs of the business and employees As organizations grow: They can be catalysts for change Can develop creative ways to stay true to company culture Can help institutionalize the culture Lastly, they can be a connector MERCER

27 CONNECTIONS The champions of culture usually have a natural ability to connect people and ideas They are great networkers They know how to use their resources and where to find other resources They are engaging By using their natural skills, they will be able to keep the culture alive but also be a safe place for people to express themselves when they see a need for change Remember they will still need the support and guidance of a few key management individuals for their day to day work. Additionally, your Champions need the full support of upper management MERCER

28 RETAINING CULTURE DURING TIME OF GROWTH Define most important pieces of culture Check in with staff regarding importance Accommodate new ideas Make sure culture is in alignment with vision/mission Adaptability is key As you grow some things will need to change that is ok Embed culture into all areas of measurement (performance appraisals, bonus calculations). You get what you measure! Keep lines of communication open, develop more formal ways to communicate as necessary MERCER

29 SOUTHWEST Southwest Three simple attributes Close involvement of the CEO and C-suite Embedded in every program Lived every day in every action Strong links to the hiring and on-boarding process Employees measured against the values Lot of recognition programs and videos constantly reinforcing the values MERCER

30 IN CONCLUSION THINGS TO REMEMBER Even if you think you don t have a corporate culture, you have one. Business growth is an offshoot of a robust culture Attracting people is important but retaining people is key Although Artifacts may be an expectation, they enhance the culture, not create it Do what you say walk the walk to ensure culture remains embedded in the business Simply put, each organization is different. Do not be intrigued by what other companies are doing Be true to your culture, values and mission Enjoy 2 free hours of Mercer PeoplePro consulting on these topics, or other HR hot issues at compliments of Mercer PeoplePro. MERCER

31 QUESTIONS MERCER

32 HOUSEKEEPING Certificates delivered by no later than 10/20/16 Be watching using YOUR unique URL for login Stay on the webinar, online for the full 60 minutes. The use of this seal confirms that this activity has met HR Certification Institute's (HRCI ) criteria for recertification credit pre-approval. Recertification Credit Hours Awarded: 1 Specified Credit Hours: HR (General) recertification credit hours toward aphr, PHR, PHRca, SPHR, GPHR, PHRi, SPHRi recertification through HR Certification Institute's (HRCI ). For more information about certification or recertification, please visit the HR Certification Institute website at MERCER 2015 Options, approvals 31

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