Making CHRIMS - PGSI a Better Place
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The document discusses different approaches organizations take to addressing culture issues, referred to as "the elephant in the room", and what makes a great employee and workplace. It identifies 5 approaches: ignoring the issue, wishing it away, using superficial tactics, prioritizing employee happiness over results, and aligning culture with objectives. The best approach aligns an engaged workforce with strategies and goals to maximize efficiency and potential. It also lists attributes of great employees and workplaces based on a survey, such as commitment, growth opportunities, appreciation, clear expectations, and open communication.
Making CHRIMS - PGSI a Better Place
- 1. Making CHRIMS a Better Place •Stomp The Elephant in The Office
- 2. We Need to Talk
- 3. What do we want? When do we want it?
- 4. 2The Five Approaches To Dealing with The Elephant 1. “There Is an Elephant in the Office” Approach. Teamwork may be discussed and ropes may be climbed in these organizations, but the all- important “C” word—culture— remains whispered in the hallways. The elephant remains unmentioned, though it stands in the middle of the room munching on strategies and initiatives for lunch.
- 5. The Five Approaches To Dealing with The Elephant 2. The “Wish Management” Approach. While people intuitively know what is right and wrong, they take few intentional actions in these organizations because they do not know how to take them. Culture is talked about, but guessing, wishing and hoping are the primary strategies for creating an effective one. Hiring for talent with little regard for character is the norm in such companies. Inevitably, all these tactics lead to “You can’t change people” being muttered over unsatisfactory spreadsheets.
- 6. The Five Approaches To Dealing with The Elephant 3. The “Cheerleader” Approach. People in these organizations are exposed to motivational speakers, false praise, elaborate rewards and other gimmicks in an effort to externally motivate and engage them. Rhetoric rules, with trite clichés posted and then forgotten in a day. People are smart; they grow tired of such patently manipulative moves. They are left feeling disenfranchised while objectives are never fully realized. The true language of an effective culture remains foreign.
- 7. The Five Approaches To Dealing with The Elephant 4. The “People Are Our Priority” Approach. These organizations have addressed the elephant, and thus enjoy fewer personnel issues. Culture, discussed openly within boardrooms, bathrooms and everywhere else, is the priority. Yet the workforce, while engaged and feeling good, remains unharnessed and unfocused, and strategies are poorly executed. Here, people are excited about where they work, but not the work they do. That is because such organizations miss the point: Results are the priority. People and culture are the strategies to achieve the priority: to deliver results
- 8. 5. The “Wellness Culture” Approach. This approach, which the workforce is engaged and its actions are aligned with the organization’s strategies and business objectives. These organizations consistently strengthen this link because they know that effective cultures are not a one-size fits-all proposition. These groups have a common language that addresses individual and collective behaviors—everyone becomes more efficient. It is only in Wellness Cultures that individuals and their organizations realize their true potentials.
- 9. When the Elephant Does Not Exist
- 10. How Culture Delivers Profits “When the Elephant Does Not Exist” How do we build leaders? How do we build a Team? How do we develop great employees?
- 11. How Culture Delivers Profits “When the Elephant Does Not Exist” What is a Wellness Culture? Providing Leadership Tools Open Communication Respect Improved Relationships One Team Concept
- 12. • What Makes a Great Employee • Survey Says Personal Attributes Ambitious Good Communication Skills Confident Healthy Humility Intellectual Curiosity Positive Outlook Self Aware Sense of Humor Team Attributes Team Player Punctual and on time to meetings Helps others check their work Willing to Pitch in and help spread the workload Willing to work on all things Cares about the company's goals Willing to contribute ideas Leadership Qualities Follows timelines Improves processes by time Meets and Exceeds Expectations Accepts Mistakes
- 13. • What Makes a Great Employee • Survey Says Individual Cares Committed Loves their work Dependable Conscientious Trust Worthy Protects their superior from embarrassment Ethical and Professional standards and conduct Completes work on time Self Starter Always gives their best effort Attention to detail and quality Respectful to Others Appreciates Others Autonomous Skills align with position Takes on new challenges without hesitation Responsive and open to improvement Willing to learn Always looking for ways to improve Eager to learn Never stops growing Learns from mistakes Willing to stretch outside their comfort zone
- 14. • What Makes a Great Employee • Survey Says Education Never stops being a student Tries to better themselves with further education Uses educational tools offered by company Works with each employee on how the learn
- 15. • What Makes a Great Work Place • Survey Says Company Reputation for excellent quality/service A commitment to excellence What we do benefits our customers Proper compensation - Livable Wage Annual bonuses based on employees work product Governance Non dictatorial Equality (no egos) Level Playing Field Employees understand the structure of the company Company allows for a democratic work environment
- 16. • What Makes a Great Work Place • Survey Says Work Environment Comfortable environment to work Good work environment Conducive work environment Clean and Healthy Work Environment Individual Individual recognition Allows individuality Every employee's ideas matter Making sure an employee understands their contribution to the company Knowing every employees brings something to the table Appreciation for employees ideas Value an employees strengths Values an employees abilities
- 17. • What Makes a Great Work Place • Survey Says Management Proper Managers in place Clear organizational structure Wisely allocates resources Hiring the right people Employs thoughtful and helpful individuals Management must make each employee responsible for his or her work Clear consequences for your actions and work product Clear projects and tasks Clear job and position parameters Clear and achievable goals and expectations Focus on solutions instead of problems Addressing problems in an understanding fashion Feedback - Positive and Negative A clear review process Shows employees the company cares Open door policy
- 18. • What Makes a Great Work Place • Survey Says Opportunity Opportunity for Growth and Development Ability to grow within the company Earned Autonomy Individuals and Management Takes time out to celebrate success Are Responsive Open to improvement Supportive of positive direction and guidance Fostering relationships built on respect Commitment to Excellence
- 19. • What Makes a Great Work Place • Survey Says Education and Training Training Company spends time teaching and developing talent A learning environment Management has clear development paths for employees Work Place Work should be challenging Enjoying the people work with A fun environment Friendly Helps Foster Laughter Distraction Fee Opportunity Opportunity for Growth and Development Ability to grow within the company Earned Autonomy
- 20. • What Makes a Great Work Place • Survey Says Communication Open Communication Share Ideas Ability to Disagree Ability to communicate suggestions Freedom to express yourself Team Work together as a team Company fosters team work Company a team environment Team and coworker cooperation and support
- 21. • What Makes a Great Work Place • Survey Says Organizational Culture & Attitude Positive energy Positivity Honesty Respect Appreciation Sincerity Trust Wellness Culture Leadership Leaders inspires team to greatness Leaders need to be good role models Leaders must embrace a philosophy of team work Larders should care about the workers Leaders should care about the work product Personal and Family Company allows for sufficient personal time Family and Personal lives matter Treat each other as family Life work balance