ACHIEVING EXCELLENCE BY CREATING A PEOPLE-DRIVEN

ORGANISATION CULTURE

12 October 2016

8th INTERNATIONAL 20 KEYS CONFERENCE

M a r i u s M e y e r

@SABPP1 @sabpp_1

AGENDA

• Management challenges

• Elements of organisation culture

• Features of world-class companies

• Characteristics of people-driven organisations

• A roadmap for creating a people-driven culture

We create the culture we deserve

Do we really understand what it means to be world-class?

WORLD-CLASS

The capacity and track record of delivering products and services that are consistently rated as among the

best in the world.

Types of organisations

Poor or under-performing

Mediocre

Good

World-class

WHERE ARE WE?Under-performing, mediocre, good or

world-class?

ELEMENTS OF ORGANISATION CULTURE

• “The way things are done”• The way we treat our staff and customers• Values of the organisation - lived• Traditions• Stories• Norms• Unwritten rules – acceptable and

unacceptable behaviour• Leadership style

CHARACTERISTICS OF CULTURES

LOW PERFORMANCE HIGH PERFORMANCE

• Poor leadership

• Demotivated staff

• Invisible values

• Bureaucracy

• No flexibility

• Inefficiency

• Barriers between departments

• Poor service delivery

• Great leadership

• Motivated staff

• Visible values

• No bureaucracy

• Flexibility

• Efficiency

• No barriers between departments

• Good service delivery

FEATURES OF WORLD-CLASS COMPANIES

CULTURE

Inspiring

leadership

InnovationEmployee

engagement

People-

driven

Dynamic

culture

Competent

management

and staff

Good

systems and

processes

Regular

measure-

ments

“About 85% of problems in organisations are caused by

management”.

Some holy cows …

Managementchallenges

CHALLENGE 1: MANAGEMENT CONTROL

• “I am a manager because I am better than others”.

• “I am more important than employees, customers and the company”.

• “I am here to control –others must follow me”.

• Micro management –checking

• “I am always right, they are wrong”.

CHALLENGE 2: POOR COMMUNICATION

• Unclear communication

• Vague performance targets

• A lack of listening

• No or limited feedback

CHALLENGE 3: NO PERFORMANCE SUPPORT

• Wrong/unilateral decisions• Limited resources

• Lack of management support• Continuous restructuring

• Ineffective meetings and committees

CHALLENGE 4: DISCREPANCY BETWEEN “BELIEFS” AND ACTIONS

• Inconsistent behaviour

• Not practicing what you preach - values

• Not leading by example

CHALLENGE 5: INABILITY TO ALIGN &

INTEGRATE STRATEGY AT OPERATIONAL LEVEL

• Not understanding your own organisation and role

• Not knowing what goes on at ops level

• Thinking out strategy that is removed from reality

• Gap between strategy and execution

CHALLENGE 6: POOR PLANNING

• Wrong strategy and plans

• Incorrect execution

• Unclear goals

• Systems not ready for implementation

• Crisis management

CHALLENGE 7: BAD PEOPLE & TALENT

MANAGEMENT

• Not using the talents of your people

• Treating people badly – unfair treatment

• Lack of involvement and empowerment

• Poor human relations

• No or limited trust

• No performance support

CHALLENGE 8: NO/POOR PERFORMANCE

CULTURE

• Inability to adapt to change or lead change

• Not building a high performance culture

• Tolerating a “sick” culture

• Lack of values, leadership, innovation and vision

• Manipulation, bureaucracy and over-control

CHALLENGE 9: EMPLOYING

INCOMPETENT PEOPLE

• Employing the wrong people

• Not developing staff

CHALLENGE 10: PLANNING THE FUTURE

USING PAST PERFORMANCE• Not enough in the

present and the future

• “When we …”

• “That will never work here”

• Building the future on past success

• A lack of a future performance focus

90% of what we call “management” consists of making it difficult for

people to get things done.

Peter Drucker

BUSINESS STRATEGY – HR BUSINESS ALIGNMENT

StrategicHRM

TalentManage-

ment

HR RiskManage-

ment

HR ARCHITECTURE

I

HR VALUE & DELIVERY PLATFORM

Work-forcePlan-ning

Lear-ning &Deve-

lopment

Perfor-manceMana-

ge-ment

Re-ward &Recog-nition

Em-ployeewell-ness

Employment Rela-tions

Organi-sationDeve-

lopment

HR Service Delivery

HR Technology

(HRIS)

Pre-pare

Im-ple-

ment

Re-view

Im-prove

HR MEASUREMENTHR Audit: Standards & Metrics

H R

C O

M P

E T

E N

C I

E S

© SABPP HR MANAGEMENT SYSTEM STANDARDS

Unfreeze Mobilise Realise Reinforce Sustain

TIME SCALE9 36

ORGANISATION DIAGNOSIS

Set

direction

for

change

Early

changes to

build

confidence

High levels

of

performance

Good systems

to support

further growth

World class

pushing the

limits

2418

WHO ARE THE REAL CHANGE AGENTS?

“In the end, management doesn’t change culture. Management invites the workforce itself to change the

culture.”

(Lou Gerstner)

Putting people first

Implement interventions

to create HP culture

CULTURE CHANGE MANAGEMENT MODEL

The Roadmap:

Analyse status quo

Identify the need for

culture change

Involve people to

plan a new cultureCommunicate need

for change

Get managers to

walk the talk

Plan & communicate

strategy

Evaluate impact of

culture change

Re-alignment and improvement of

change interventions

High performance

PRACTICAL GUIDELINES• Get leadership to understand the importance of a

people-driven culture• Clear targets and measures for performance• Build & mobilise a critical mass of change agents• Plan to live the values – visible action• Recruit and exit according to the new culture• Reward positive behaviour - celebrate• Involve people and talk about culture• Communication and action is critical• Do things differently – innovate and improve• Act immediately on culture surveys• Get management and staff to walk the talk

CONCLUSION

You can not achieve high performance with a mediocre culture. If you want excellence and sustainability in a fast changing world, start living a people-

driven culture.

We set HR standards!

professional@sabpp.co.za or registrations@sabpp.co.za

(Professional Registration)

executiveoffice@sabpp.co.za (CEO office)

marius@sabpp.co.za (CEO & Strategy inputs)

xolani@sabpp.co.za (COO)

hrstandards@sabpp.co.za (HR Standards)

hraudit@sabpp.co.za (HR Audits)

lathasha@sabpp.co.za (Knowledge & Innovation)

naren@sabpp.co.za (Learning & Quality)

events@sabpp.co.za (Events & HR Standards files)

Website: www.sabpp.co.za Blog: hrtoday.me

Office: 8 Sherborne Str, Parktown South Africa

Tel: +27 11 045-5400 Fax: 011 482-4830