Sesión 3. Cultural Alignment. Conferencia de Capital Humano 2015 Towers Watson por Chris Pinc / Gabriel Chipoco. 27 de Mayo, 2015

Transcription

1 Sesión 3 Cultural Alignment Conferencia de Capital Humano 2015 Towers Watson por Chris Pinc / Gabriel Chipoco 27 de Mayo, Towers Watson. All rights reserved.

2 Introducing culture and its impact For individuals, character is destiny. For organizations, culture is destiny. Tony Hsieh, Zappos CEO 2

3 Three Parts to Culture Change Part 1 Understand the Culture Required for the Strategy Part 2 Define the Specific Behaviors that are Needed for that Culture Part 3 Use the Change Levers that are Available to Shape the Culture 3

4 Part 1: Understanding the Required Culture Leadership Strategy Culture Engaged Employees Improved Performance The ways employees connect to the business strategy: What do we stand for? What business are we in? What are the growth projections? What is the go-to-market strategy? 4

5 Different Strategic Priorities Require Different Cultures Innovation Efficiency Quality Customer Focus Brand 5

6 Making tough trade-offs I want a glass screen, and I want it perfect in six weeks. Steve Jobs, Former Apple CEO 6

7 Part 2: Specific Behaviors Part 1 Understand the Culture Required for the Strategy Part 2 Define the Specific Behaviors that are Needed for that Culture Part 3 Use the Change Levers that are Available to Shape the Culture 7

8 Looking at efficiency organizations Strategic Priorities Efficiency Quality Brand Customer Innovation Focus Comprehensive training in basic processes Precise job roles Disciplined workload allocation Clear and effective structure Data-driven assessment Coordination of efforts 8

9 Looking at quality organizations Strategic Priorities Efficiency Quality Brand Customer Innovation Focus Best practices exchange Empowerment to improve processes Disciplined use of performance data Long-term focus Advanced training Superior processes 9

10 Looking at brand organizations Strategic Priorities Efficiency Quality Brand Customer Innovation Focus Brand promise engrained Strong belief in product Deep pride Integrity guides business Environment reflects brand Leadership inspires respect 10

11 Looking at customer focus organizations Strategic Priorities Efficiency Quality Brand Customer Innovation Focus Continual information sharing Positive team relationships Customer-centric approach Focus on talent retention Local authority and empowerment Strong customer orientation 11

12 Looking at innovation organizations Strategic Priorities Efficiency Quality Brand Customer Innovation Focus Diverse thought and opinion Support for risk taking Bias for action Anticipating emerging needs Consistently recognizing new ideas Leadership clarity on future priorities 12

13 Part 3: Change Levers Part 1 Understand the Culture Required for the Strategy Part 2 Define the Specific Behaviors that are Needed for that Culture Part 3 Use the Change Levers that are Available to Shape the Culture 13

14 Levers Available to Influence Culture Leadership Strategy Culture Engaged Employees Improved Performance Talent Acquisition/ Sourcing Workforce Planning Performance Management Leadership and Capability Development Compensation and Rewards Succession Management Career Management 14

15 Aligning performance and rewards with strategy: Example Return on Improved Performance (ROIP) Flight attendant Value to organization (in terms of Customer Experience) Pilot Legally required elements of job performance Airline s minimum performance expectations Discretionary services or behavior 15

16 Our Change Management Approach 16

17 Demonstrating the impact of engagement Leadership Strategy Culture Engaged Employees Improved Performance The impact of moving the needle on engagement 3x higher Operating Margin Companies with low Engagement Source: Towers Watson s Global Normative Database. Companies with high Engagement Companies that Sustain High Levels of Engagement 17