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A culture by design

Chapter #1 | A culture by design.

In a time of globalisation and changing demographics, where talent is tight and the battle for it tighter, organisations are increasingly concerned with their employer brand. How to become an employer of choice and capture the hearts of existing team members and potential new talent is a constant challenge facing business leaders today. Essential to your planning includes: identifying what you are looking for, how you are going to attract the right people for the right roles, and how you keep them once there. The world of work that we know is changing at a rapid rate and, consequently, we need to move at the same pace to create a culture that nurtures this new way of thinking. Whatever your mix, you can bet that your team are a collage of differences. Learn to harness that strategically and it’s a mix that is bound for success. By the end of this chapter you will be able to: Develop a workplace strategy for the futureAttract talent with an effective Employer Brand and Employee Value PropositionIntegrate diversity into your work environmentDevelop strategies for team retention

inclusion

Measure

Create

Install

Business leaders need to focus on diversity to be successful. A diverse and inclusive workforce is necessary to drive innovation, foster creativity, and guide business strategies. Multiple voices lead to new ideas, new services, new products, and encourage creative thinking. Reflect the talent you want to attract. In a recent article from Deloitte, ‘From Diversity to Inclusion’, it is suggested that organisations should implement the following initiatives.

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Diversity

Embed

Conduct

and

Create inclusion labs to help educate leaders about unconscious bias and covering behaviours. Encourage leaders to honour other people’s opinions and promote constructive debate. Understand biases, behaviours and approaches to changing them. Leadership drives inclusion; the process should start at the top.

labs

Embed

Embed the diversity and inclusion initiative in leadership development programs, new manager programs, and talent acquisition programs. Give particular focus to supporting diversity of thinking for instance, by selecting people from diverse backgrounds for leadership development.

diversity

a gap

Conduct a gap analysis of talent systems and processes. Base decisions on merit and ensure they are transparent throughout systems – from recruitment, remuneration, and training to career development opportunities and succession.

Conduct

analysis

impact

business

Develop a diversity and inclusion scorecard and measure business impact. Hold leaders and managers accountable and identify those not participating in the diversity and inclusion initiative.

Measure

Install

Create a project group, with representatives from different parts of the business, that is properly resourced to be a change agent.

governance

When you’ve spent all that time and energy attracting the ‘right’ people, you have to invest time into a robust retention strategy to keep them. Use these strategies to keep the team in your business.

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Create and maintain a workplace that attracts, retains and nourishes good people. Develop a corporate mission, culture and value system – insist on a safe working environment and create clear and meaningful policies and procedures. The overall goal is to make your company a place where people want to come to work.

The knowledge economy The shift in demographics is related to the changing skill and knowledge levels needed to get and keep a job in the new global economy. In the next 5 to 10 years, roles will become increasingly complex and less transactional. Consequently, the focus will be on problem solving, judgment, listening, data analysis, relationship building and collaborating with co-workers.

Corporate social responsibility CSR has and will become a bigger focus for all organisations- business driven strategies integrated into social, ethical and environmental agendas. Some companies are also taking this a step further by embedding leadership development opportunities into these programs.

In their book, ‘The 2020 Workplace’, Jean Meitz and Kara Willyard reflect on the ten forces that are shaping the future workplace now. As a leader you need to think about the impact of these forces and start planning your workplace strategy to ensure your culture is ready for it.

The participant society Organisations will need to improve collaboration to boost business results. Increasingly they are creating groundswells, a social trend whereby people use technologies – blogs, websites and intranet communities – to get things they need from one another. Often called the “contribution revolution”, companies tap into the creativity of their consumers and turn the knowledge gained into new products and services.

Globalisation Regardless of whether your organisation is a multinational or a startup – you will be tapping into a global talent pool and to some extent managing a virtual work team.

The digital workplace The rapid expansion of the digital universe will mean that organisations have the responsibility for managing the security and privacy of content in the workplace. It will impact how team members contribute new knowledge, and communicate with one another at work and at home.

Demographics are shifting We are and will continue to see an increasingly aged workforce at the same time Gen Y and Gen Z will make up more than 50% of those people employed. The gender mix will also change as more women enter and stay working for longer periods of time.

Millennials and Gen Y are in the workplace They are digital natives, or the ‘Google Generation’, and are transforming every institution of modern life. If companies want to attract and engage the best Millennial talent they must provide what they value most; freedom of choice and expression, and personalise their roles and experiences. They have a need for speed in everything they do and are looking for a chance to innovate and collaborate.

A culture of connectivity With smartphones, social media, Skype and instant messaging we live in a 24/7 world that never switches off. This culture has been defined as hyper-connected – people who are connected wherever they are – at work or home. As we become increasingly connected, our lives become less rigid and divided between work and home.

Mobile technology boosts productivity Innovations in learning within the corporate environment has quickly followed the growth of mobile technology. Mobile phones and tablets are fast becoming the most important learning platform in our lifetime.

Social learning the 1990’s was the “e” decade – e-learning, e-books and e-libraries. 2012-2020 will be the “s” decade – social networking, social media and social learning. Learning that is collaborative, immediate, relevant , and presented in the context of an individual’s unique work environment.

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Employer brand is all about the way your company markets itself to appeal to current and future talent. It’s how you convey your business to others, what makes it unique and the reason for someone wanting to work there. Strategically focusing on your employer brand allows you to effectively market yourself in the most honest and appealing way.

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Culture is maybe even more important than skills and knowledge - unless you’re looking for a pilot. Then skills and knowledge are kind of important.

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One bad egg can spoil the mix. If you are not attracting people that fit your mix you may do a whole lot of damage to the team you have in place already.

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You are being assessed as a potential employer based on your branding and what it tells people about you. They know who they are, but do they think you’re the right fit for them?

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DESCRIBE YOUR BUSINESS:

What it is that your business is about Where you’re going; your vision How you want to get there How your strong sense of culture defines you

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INFORM THEM ABOUT WHAT YOU’RE LOOKING FOR:

Behaviours Skills and knowledge Transparency about what you DON’T want Expectations of teams in your business

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CHARACTERISE YOUR BUSINESS:

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Traits Benefits Ways of working Differentiating factors

MUST DO’s

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Ensure the packaging reflects the content Represent your brand honestly Represent what you are looking for Provide a sense of where you’re headed Articulate yourself for the audience you’re looking for

You've nailed it! People are banging down your door!

According to the Corporate Leadership Council’s research, a well thought out and executed Employee Value Proposition can: Improve the commitment of new hires by up to 29% Reduce new hire compensation premiums by up to 50% Increase the likelihood of team members acting as advocates from an average of 24% to 47%

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IMPROVES EMPLOYEE EFFORT AND OUTPUT

ENGAGEMENT

The EVP drives

OPPORTUNITY

IMPROVES RETENTION

REWARD

PEOPLE

ATTRACTION

ORGANISATION

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INCREASES THE SIZE OF THE AVAILABLE TALENT POOL

WORK

Team member relationship strategies have to do with how you treat the people in your team and how they treat each other. Are leaders and managers given in-depth training in communicating to, and understanding, their teams? Recognise that the bond between the manager and a team member can often be the reason for them staying or going.

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When you do, two things happen; it reinforces to them why they work for you, and provides a better understanding of what attracts people to your company. You can then use that information to recruit new team members – include the information in your EVP, leading with: "Here's why people work for us...”

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Take a positive approach to identifying areas of improvement. Take action and follow up. Let them know how their feedback has made an impact.

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Give your team the tools and equipment they need to get the job done. When people feel they have what they need to perform, job satisfaction increases dramatically. Assume that people want to excel but to do this need adequate resources, and moral and mental support from you.

Good team members want to develop new knowledge and skills to improve their value in the marketplace and enhance their self-esteem. Take some time and explore your team members' different needs and find the best way to meet those needs.

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Effective team member compensation strategies stem from one fundamental principle: money alone will not retain most people. Today, it is essential to pay for performance. When people exceed expectations, pay them what they are worth, not what you can get away with.

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With a culture of performance, Adidas strive to attract those that can play their game with them. Check this sustainability report from Adidas to identify how they create a focus on their performance culture.

Congrats on getting through your unit to this point! So what have you done in this chapter? Well, you’ve: Identified how to develop a workplace strategy for the futureLooked at how an effective Employer Brand and Employee Value Proposition attracts talentFocused on how to integrate diversity into your work environmentDeveloped strategies for team retentionSo what now? We recommend you put into practice some of the new skills, techniques and principles you’ve just learned. This is the best way we know, to ensure you know what you need to be successful on your journey – know what we mean? Now, let’s get into the next chapter!

Checkpoint

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