Commitment. Communication

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1 Envision Desired Culture Commitment Developed by Allison Laks Copyright 2008 Develop Vision, Mission, & Values Constant Reinforcement Evaluation Interviews Share Results Implement Changes Assessment Manager/ Supervisor Cycle Gap Analysis Skill Building Brainstorming to Improve Culture Alignment Awareness & Understanding Training Employee Cycle Assessment Consistency Feedback Supportive Programs and Activities Communication Focus Groups Corporate Conferences Leadership Development Discussions with the Sr. Staff New Employee Orientation State of the Airport System Performance Management Employee Recognition

2 Organizational Culture Transformation: Leveraging Culture to Enhance Performance Presented by: Sacramento ASTD DemoFest 2012 September 29, 2012 Culture Assessment Framework Define the Desired Culture What kind of organization do we want to become? What motivates our employees? What management practices are best? What values should guide our actions? How do we teach these values to all employees? Initial Management Survey Determine if current practices, policies, philosophies and attitudes reflect the chosen values Benefits and challenges expected in implementing a cultural transformation Employee Engagement Survey Sample concepts to measure: Customer Satisfaction Diversity / Respect Training and Development Recognition Effective and Efficient Work Practices Openness and Communication Innovation and Continuous Improvement Organizational Direction Performance Management Commitment and Overall Satisfaction

3 Gap Analysis Compare current activities, behavior and attitudes with desired culture Focus on themes within the desired culture (e.g. customer focused, innovative, safety, fiscal responsibility) What are you doing that supports desired culture (reinforce) What aren t you doing that you should to support the desired culture (initiate) What are you doing that does not support the desired culture (modify or eliminate) Implementation Analysis (see attached Action Planning Worksheet) What s needed to implement changes Challenges to implementing changes Possible solutions to challenges Evaluative Interviews and Focus Groups Interview managers and senior staff members Employee focus groups separated by organizational level (e.g. supervisors, lead works, line staff) Sample concepts to measure: Culture - before and after transformation process Programs & events Communication Collaboration Innovation Leadership Training and Development Organization Development Manager Sacramento County Airport System (916) LaksA@saccounty.net

4 Corporate Culture Transformation Action Planning Worksheet Submitted by (workgroup / division): Date: Desired Outcome: Describe the Issue/Problem: Describe the New/Modified Practice, Procedure or Policy that will address the Issue/Problem (list specific tasks on reverse): Outcome Indicator of Success (how will you measure your results to ensure you ve achieved the desired outcome?):

5 Tasks necessary to implement the practice, policy or procedure: What will be done? How will it be done? By whom? When? Anticipated Challenges Potential Solutions Date Done

6 Organizational Culture Transformation: Leveraging Culture to Enhance Performance Presented by: Sacramento ASTD DemoFest 2012 September 29, 2012 Outline of Culture Transformation Supporting Programs and Events New Employee Orientation Full day event Overview of Vision, Mission, Values, Culture, Org Structure, Background and History, HR Policies, Programs and Events Tours of pertinent facilities Leadership Development Three Tiered Leadership Academy Excellence in Leadership (supervisory competencies) Exemplary Leadership (management and high potentials) Executive Leadership (sr. staff) Discussion with Senior Staff Monthly Town Hall style division meetings Each senior leader visits a different section each month The hosting division has 5-10 minutes to brief the executive on: Current Projects Staff Changes Other Items of Note Opportunity for employees to ask questions directly Opportunity for executive staff to discuss their priorities and expectations

7 Employee Recognition Formal Recognition Program 3 Ceremonies per year All employees are invited Ceremony is recorded and made available via intranet All Star, Shining Star and Rising Star levels of recognition are awarded Nominations based on the desired culture concepts Information Recognition Conducted at the lead, supervisor and manager level Encouraged to provide recognition in the moment State of the Airport System Formal presentation for all employees Opportunity for line employees to receive information directly from Executive Staff Reinforce our Mission, Vision and Values Held in conjunction with All Star Program Ceremony Organization Development Manager Sacramento County Airport System (916) LaksA@saccounty.net