Connecting Organizational Culture and Employee Engagement Objectives Define

Connecting Organizational Culture and Employee Engagement

Objectives • Define the key terms of organizational culture, organizational climate and employee engagement. • Diagnose current organizational culture to enhance leaders awareness and build an environment of innovation. • Create connections to shape leadership abilities that will impact organizational culture and climate. • Recognize opportunities to build employee engagement within an organization. 2 : :

What Influences… Culture • • • 4 Leadership Tenure Age Gender Race : : Engagement • • • Communication Empowerment Recognition Opportunity Connection

Organizational Culture • The values and behaviors that contribute to the unique social and psychological environment of an organization. • Organizational culture includes an organization's expectations experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations. It is based on shared attitudes, beliefs, customs, and written and unwritten rules that have been developed over time and are considered valid. Also called corporate culture, it's shown in 1. the ways the organization conducts its business, treats its employees, customers, and the wider community, 2. the extent to which freedom is allowed in decision making, developing new ideas, and personal expression, 3. how power and information flow through its hierarchy, and 4. how committed employees are towards collective objectives. Source: www. Business Dictionary. com 5 : :

Organizational Climate • Properties of the business environment in a workplace observed by staff that strongly influence their actions and job performance. Also called corporate climate. - Awareness of anecdotal comments How you feel about your environment Gut insight around a situation Understanding the data and quality Source: www. Business Dictionary. com : :

Employee Engagement • Emotional connection an employee feels toward his or her employment organization, which tends to influence his or her behaviors and level of effort in work related activities. • The more engagement an employee has with his or her company, the more effort they put forth. Source: www. Business Dictionary. com : :

Employee Engagement

Employee Engagement Defining Employee Engagement : :

Employee engagement involves the nature of the job itself: • If the employee feels mentally stimulated • Trust and communication between employees and management • Ability of an employee to see how their own work contributes to the overall company performance • The opportunity of growth within the organization; • Level of pride an employee has about working or being associated with the company. Source: www. Business Dictionary. com : :

Benefits of Higher Workforce Commitment is… • Engaged and willing to exert additional effort • Demonstrating energy and enthusiasm for their work • Loyalty to the organization – greater likelihood to stay employed • Pride in the organization and willingness to recommend the organization as a place to work and to receive care • Greater overall satisfaction The Benefits are… : : • More satisfied patients • Improved productivity • Increased cultural commitment • Higher quality outcomes • Stronger financial performance • More positive image in the community

Culture and Climate

Identifying the Key Elements of Culture 1. Artifacts 2. Values Above: Stated Values Below: Unstated Values 3. Behaviors : : Leaders Own the Organizational Climate (Mood)

Factors to Determine Organizational Climate Leadership Organizational Structure Historical Forces Standards of Accountability Standards of Behavior Rewards Trust Commitment Vision & Strategies Organizational Connectedness Communication Source: Kennedy Group Executive Strategies : :

Climate and Culture The culture and climate of an organization are the natural forces, which leave and imprint on the organization. Culture Climate 1. Behavior… what is valued 2. Structure and Artifacts 3. How we get results • Messaging • Presence/ Gemba • Style Leaders who introduce transformational change into an organization easily can become discouraged if they focus too much attention on culture alone. What is required is a more manageable task but one which will affect cultural variables. The concept of organizational climate offers a more definable and measureable vehicle for implementing change.

Change in an organization calls for its leaders to recognize and balance both culture and climate. : :

Organizational Climate Influences Success Many organizations struggle to cultivate the climate they need to succeed and retain their most highly effective employees. Organizations can take steps to build a more positive and employee-centered climate through: • • Communication – how often and the types of means by which information is communicated in the organization Values – the guiding principles of the organization and whether or not they are modeled by all employees, including leaders Expectations – types of expectations regarding how managers and behave and make decisions Norms – the normal, routine ways of behaving and treating one another in the organization Policies and rules - these convey the degree of flexibility and restriction in the organization Programs – programming and formal initiatives help support and emphasize a workplace climate Leadership – leaders that consistently support the climate desired Source: Hellriegel, D. , Slocum, J. , & Woodman, R. (1998). Organizational Behavior. : :

Identifying Organizational Culture

Organizational Culture Diagnosis • First: Take 5 minutes, in small groups, identify the central norms and values you feel characterize the culture at your organization. These should be the half dozen or so core values or beliefs that, in your experience, characterize the way the culture operates. They are not necessarily what senior management professes, but are accurate descriptions of the way you feel things really are. • List them in order of importance Source: Leveraging Culture : :

Organizational Culture Diagnosis • Second: take 5 minutes and identify those norms and values you believe should characterize the organization’s culture but at present do not. These should be those norms and beliefs that you feel are important for achieving the organizations critical strategic objectives in the next two or three years out are not widely shared or strongly held. • They could be, for example, values that people talk about but do not practice. Source: Leveraging Culture : :

Organizational Culture Diagnosis • Third: Take 5 minutes and list those things you feel are really rewarded within your organization. In your experience, what does it really take to be successful within the company? What are those things that management really pays attention to? • If you were to advise a friend who had just joined the company, what would you advise him or her to do to be successful. Source: Leveraging Culture : :

Organizational culture: • Impacts the organization's productivity and performance • Provides guidelines on customer care and service, product quality and safety, attendance and punctuality, and concern for the environment. • Extends to production-methods, marketing and advertising practices, and to new product creation. • Is unique for every organization and one of the hardest things to change. Source: www. Business Dictionary. com : :

Leader Takeaways

Select the Right People Ultimately, People Engage People Organizations must ensure they select the right people to increase their overall engagement. Many organizations focus on strengthening their current employee’s engagement, few have realized potential effect the selection of managers and leaders can have on engagement and organizational performance. Source: Gallup: State of the Global Workforce, Employee Engagement insights for business leaders worldwide : :

Develop Employee’s Strengths All employees have strengths – the unique combination of talents, knowledge, and skills that help them do what they do best every day. People who use their strengths are every day are six times more likely to be engaged on the job. What leaders do or do not do with this workforce potential has considerable implications for their organization’s future. Source: Gallup: State of the Global Workforce, Employee Engagement insights for business leaders worldwide 26 : :

Enhance Employee Well-Being Engaged Workers lead healthier lives Engaged and Thriving employees are resilient and agile The higher well-being among employees accelerates employee engagement, with engaged, thriving employees having the most positive effect in their workplace. Source: Gallup: State of the Global Workforce, Employee Engagement insights for business leaders worldwide : :

Thank you! Cathryn O’Malley Administrative Director Organizational Effectiveness & Transformation Akron Children’s Hospital comalley@chmca. org : :