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 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

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

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

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

DEVELOPMENT CULTURE SUSTAINABILITY EXPECTATIONS SYSTEMS VISION VALUES Practices & processes Key behaviors, policies, Ongoing activities that Describes the importance Guiding principles that that enable achievement guidelines, rules that foster the culture of development in our drive behavior & action of the vision, align with organization support development around development values, and support expectations • What are our • Senior leadership • Talent Processes: • Do our • What is the • Hiring & expectations and fundamental role definition collective view of • General people Selection systems align with beliefs regarding what we mean by • Performance our vision and career leader role development and • Rewards values? development? definition what it should • Who “owns” • HR/OD role • Succession • Measurement of look like in our • Training progress/results development? definition? organization? • What is the • Employee role • Coaching • Improvement and • Feedback implementation company’s definition? • Tools responsibility? (assessments) • Communication practices 6

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

Development Vision Continuum 8 High degree of Everyone ongoing believes (and We focus on Most employees development Our “go-to” specific have a written behaves like) We provide a You’re on employees have activity, career individuals or few tools/ development they have your own – Interesting or path groups (e.g. resources for plan; reviewed challenging challenging opportunities sink or swim high potentials, everyone at least opportunities to opportunities identified for senior leaders) periodically grow and nearly develop everyone • Where is your organization currently? • Where do you want to be?

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)

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

Career Development Culture – Key #2 11 VALUES If you can only do one thing… 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

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

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

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

Career Development Culture – Key #4 15 SYSTEMS If you can only do one (two) things… 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

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

The 70-20-10 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

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

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

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

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