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LEARNING THE BASICS. LEARNING THE BASICS R&D Resources  Research Guidelines. The Link to Performance. · Innovation · Sales Growth · Market Share. · Profitability ROI, ROS, ROE. · Creativity · Customer satisfaction. · Quality · Employee Satisfaction.

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slide3

The Link to Performance

· Innovation

· Sales Growth

· Market Share

· ProfitabilityROI, ROS, ROE

· Creativity

· Customer satisfaction

· Quality

· Employee Satisfaction

docs modules link overview
DOCS–Modules Link: Overview

The DOCS

 Assesses a high performance business culture

 Identifies cultural strengths/weak-nesses as they apply to organizational performance

 Results are presented using the DOCS benchmark database

Content modules

 Supplement information provided by the DOCS with more targeted questions

 Potential outcomes to a positive organizational culture

 Results are presented using each module benchmark database

Overlap

 The DOCS provides some information about the topics covered in the content modules

employee engagement what the docs can tell you
Employee Engagement: What the DOCS can tell you

The DOCS captures the following aspects of

Employee Engagement

The Engagement Module supplements the DOCS by assessing a person’s positive emotional relationship with work/organization.

Employee empowerment; Team orientation; Capability development

 Engagement with customer needs

 Engagement to the vision of the company; Strategy alignment

Coordination

employee engagement dimensions
Employee Engagement: Dimensions

Employee engagement: A heightened positive, emotional state in relation to one’s work or organization.

Discretionary Effort

  • My work drives me to go the extra mile.

ExcitementEnthusiasm

  • I am enthusiastic about working for this organization.

Pride

  • I am proud to work for this organization.

InterestPassion

  • I am passionate about my work.
  • My work energizes me.

InspiredEnergized

employee engagement docs
Employee Engagement–DOCS:

Top predictors of Employee Engagement

With a high level of empowerment, employees tend to be more engaged as they can make decisions and have input.

1

A shared vision can increase the level of engagement by creating excitement and motivation and direction.

2

2

1

People are more likely to be engaged when they have autonomy and capability development opportunities.

3

3

3

A clear set of core values promotes engagement by providing clarity and guidance around behaviors and practices.

3

organizational innovation what the docs can tell you
Organizational Innovation: What the DOCS can tell you

The DOCS captures the following aspects of Organizational Innovation.

The Innovation Module supplements the DOCS with direct questions about the role that innovation plays in the organization.

Customer- & market- focus; Ability to create change

Employee ownership; Sense of capability

 Clear goals & long-term directions guiding idea implementation

 Agreed upon systems & processes to deliver on creative ideas

organizational innovation dimensions
Organizational Innovation: Dimensions

Organizational Innovation: The successful implementation of creative ideas.

Creativity

  • People are encouraged to be creative.

Implementation

  • We are able to implement new ideas.
  • New ideas are continually evaluated and improved upon.

Organizational Support & The Role of Innovation

  • Support for developing new ideas is readily available.
  • Innovation is a large part of our business activities.
organizational innovation docs
Organizational Innovation–DOCS:

Top predictors of Organizational Innovation

Innovative organizations encourage employees to take educated risks and learn from failures as well as successes.

1

1

Flexibility and the ability to respond well to the external environment enable organizations to create change & innovate.

2

2

3

4

Vision guides innovation by providing a clear direction & a roadmap for translating ideas into reality

3

Empowerment fosters creativity by building ownership and responsibility and encouraging information sharing.

4

organizational trust what the docs can tell you
Organizational Trust: What the DOCS can tell you

The DOCS captures the following aspects of

Organizational Trust.

The Trust Module supplements the DOCS by assessing other dimensions of trust in an organization.

Employee capability and competence

Reliability

organizational trust dimensions
Organizational Trust: Dimensions

Organizational Trust: A belief that co-workers have positive motives and intentions - that one’s best interests are considered and that others can be relied upon.

Benevolence

Compassion

  • In this organization, decisions are made with employees’ best interests in mind.
  • People in this organization have good motives and intentions.

Integrity

Honesty

Openness

  • This organization conducts business with integrity.
  • The people who work here are honest.
  • There are very few secrets in this organization.

Overall Trust

  • Employees consider this organization to be trustworthy.
organizational trust docs
Organizational Trust–DOCS:

Top Predictors of Organizational Trust

Agreement is key to trust, as it helps people work together to reach consensus and find win-win solutions.

1

Empowerment : Trust is high when information is widely shared and people are involved in business planning.

2

2

Trust is strongly related with team orientation; relationship building and teamwork helps build trust.

3

1

3

4

Trust level is high when there is internal capability development opportunities, as competence is a key component of trust

4

employee commitment what the docs can tell you
Employee Commitment: What the DOCS can tell you

The DOCS already captures the following aspects of Employee Commitment.

The Commitment Module takes this one step further to assess other dimensions of Employee Commitment.

Employee ownership & responsibility; Human capability

employee commitment dimensions
Employee Commitment: Dimensions

Employee commitment: (a) employees’ personal attachment to the organization, and (b) their need and/or desire to remain with the organization.

Affective Commitment

  • I am highly committed to this organization.
  • I would recommend working for this organization to others.
  • I feel a strong personal connection to this organization.

Continuance Commitment

  • It would be difficult for me to leave this organization.
  • I continue to work here more out of choice than necessity.

Turnover Intention

  • I rarely think about looking for a job with another organization.
slide39

SAMPLE

Organizational Culture

Content Module Report

denison organizational culture survey content modules1
Denison Organizational Culture Survey: Content Modules

Content Modules are short instruments that can be added to the Organizational Culture Survey. The modules are brief, containing five to seven items, and can help you gain more information from your culture survey efforts. Data is reported back in means and percentiles.

Key Features:

  • Brief, reliable, and valid measures
  • Benchmarked against a database of organizations
  • Strengthens the value of information from the culture survey

Sample

employee engagment1
Employee Engagment

How do your employees feel about their work? Are they putting forth the extra effort to make your organization successful? This module can help you understand the impact that your culture has on your employees’ attitudes toward their job and organization.

  • My work drives me to go the extra mile.
  • I am enthusiastic about working for this organization.
  • I am proud to work for this organization.
  • I am passionate about my work.
  • My work energizes me.

Sample

innovation1
Innovation

Are elements in place in the organization to support, develop, and implement creative ideas? This module directly asks questions about creativity, the implementation of creative ideas, and about the role that innovation plays in the organization.

  • People are encouraged to be creative.
  • We are able to implement new ideas.
  • New ideas are continually evaluated and improved upon.
  • Support for developing new ideas is readily available.
  • Innovation is a large part of our business activities.

Sample

organizational trust1
Organizational Trust

Central to trust are the ideas of honesty, openness, and integrity as well as compassion or benevolence.

  • In this organization, decisions are made with employees’ best interests in mind.
  • People in this organization have good motives and intentions.
  • This organization conducts business with integrity.
  • The people who work here are honest.
  • There are few secrets in this organization.
  • Employees consider this organization to be trustworthy.

Sample

employee commitment pilot1
Employee Commitment (Pilot)

Designed to reflect the strength of employees’ commitment to their organization in terms of their personal attachment to the organization, and their need and/or desire to remain with the organization.

  • I am committed to this organization.
  • This organization is where I belong.
  • I am glad to work for this organization over any other.
  • I would recommend working for this organization to others.
  • I feel a strong personal connection to this organization.
  • It would be difficult for me to leave this organization.
  • It would not benefit me to leave this organization.
  • I continue to work here more out of choice than necessity.
  • I plan to continue working in this organization for a long time.
  • I rarely think about looking for a job with another organization.

Sample

interpretation guide1

This is the

definition of

the module.

N represents the number

of respondents.

Interpretation Guide

Your factor tells you the

overall score for the module.

Sample

These are the line items as

They appear on the survey.

These are your scores

compared to the module

normative database.

The Mean score is the

Average for each item.

slide50

SAMPLE

Organizational Culture

Multi-Segment Comparison Report

slide74

SAMPLE

Organizational Culture

Change Monitor Report

Provides scores on 2 to 3 indices and compares them to the original scores

slide79

SAMPLE

Organizational Culture

Year-to-Year Comparison Report

Provides a comparison of two segments of data side-by-side

slide88
Sample Leadership 360

Year-to-Year Comparison Report

Provides a comparison of the leader’s 360 assessment data over multiple survey administrations

slide109

Sample Leadership Change Monitor Report

Provides a comparison of the leader’s 360 assessment data to gauge progress on 2 to 3 specific indices

slide129

Sample Leadership 360 Report

This is a sample Individual Contributor Leadership Report. The IC version of the Denison Leadership Development Survey is for people who do not have Direct Reports.

slide142

PREPARING FOR

THE SURVEYAvailable Resources OCS

slide144

Sampling vs. Census

  • We generally recommend you survey everyone
  • Sampling, particularly if looking at larger groups, is statistically valid and can be cost effective
  • But, there are also important political considerations
    • When individuals are involved, they feel more ownership & will contribute to resulting interventions
    • Excluding people can send unintended messages
sampling decision tree
Sampling decision tree

Are you using the survey to launch an organization-wide change initiative?

Yes

No

Does your organization have less than 200 employees?

Yes

Census

No

Is there a high level of political concern about using a sample?

Yes

No

In terms of logistics and costs, is it possible to involve the whole system?

Yes

No

Simple random sampling

Are you interested in the overall organization-level report only?

Yes

Consult with our R&D!

No

Stratified sampling

Should every segment of the organization be represented in the survey?

Yes

No

slide146

Sampling

  • A representative sample needs to be obtained for each report segment
  • The smaller the group, the larger the % of the population required
  • Response rate must be factored in
  • Example: department of 100 people
    • 80 are required for statistically valid sample
    • Should invite all 100, unless the expected response rate is 100%
slide147

To sample…

Denison can calculate the sample size required, if we know the following before survey launch:

  • All potential report cuts (e.g., department)
  • The populations of those groups
  • The anticipated response rate (e.g., 70%) to determine the number of individuals to invite
slide148

PREPARING FOR

THE SURVEYAvailable Resources LDS

lds 360 guide for survey voice over

LDS 360 – Guide for Survey (Voice Over)

G:\Marketing\Website\Website Redesign 2012_ICM\Consultant Essentials\4 Preparing for the Survey\LDS\Available resources

understanding your culture results
Understanding Your Culture Results

This presentation will help you understand and interpret your Denison Organizational Culture Survey reports.

agenda
Agenda
  • An overview of the Denison model
  • Getting ready for feedback
  • Understanding your reports
  • Interpretation guidelines

The Denison Model

slide154

The Denison Model is based on

four key concepts:

MissionDirection..Purpose..Blueprint

Defining a meaningful

long-term direction

for the Company

“Do we know where

we are going?”

AdaptabilityPattern..Trends..Market

Translating the demands of the business environment into action

“Are we listening

to the marketplace?”

ConsistencySystems… Structures… Processes

Defining the values

and systems that are the

basis of a strong culture

“Does our system

create leverage?”

InvolvementCommitment ... Ownership … Responsibility

Building human capability, ownership, and responsibility

“Are our people aligned

and engaged?“

slide155

Each of the four traits is made up of three indexes:

  • Adaptability
  • Patterns…Trends… Market Place
  • Translating the demands of the business environment into action
  • “Are we listening to the marketplace?”
  • Indexes:
    • Creating Change
    • Customer Focus
    • Organizational Learning
  • Mission
  • Direction…Purpose…Blueprint
  • Defining a meaningful long-term direction for the organization
  • “Do we know where we are going?”
  • Indexes:
    • Strategic Direction & Intent
    • Goals & Objectives
    • Vision
  • Involvement
  • Commitment...Ownership... Responsibility
  • Building human capability, ownership and responsibility.
  • “Are our people aligned and engaged?”
  • Indexes:
    • Empowerment
    • Team Orientation
    • Capability Development
  • Consistency
  • Systems…Structures…Processes
  • Defining values and systems that are the basis of strong culture
  • “Does our system create leverage?”
  • Indexes:
    • Core Values
    • Agreement
    • Coordination & Integration

Each of these indexes is made up of five survey items for a total of sixty items.

getting ready for feedback what is the purpose of feedback
Getting Ready for Feedback:What is the purpose of feedback?
  • The purpose of feedback is to improve your organization’s effectiveness and performance.
  • Feedback helps leaders and employees gain a better understanding of the organization’s strengths and challenges, and where to focus their development efforts.
  • Feedback creates an opportunity for having honest conversations across the organization and taking thoughtful actions.
how not to use your feedback
How NOT to Use Your Feedback

The Hero:

“You have confirmed what I always knew: Our company is the greatest!”

The Detective:

“Who’s the &#$%# that said that about our company?!”

The Analyst:

“What about the validity and reliability of these measures?”

Too Busy:

“I don’t have time for this now – more important things to do!”

Favorite Excuses:

“Our employees don’t really know the company that well.”

“Recent changes (mergers, acquisitions, restructuring, policy changes, etc.) make us act this way. We’re not really like this.”

“The data about our strengths is accurate, but not the data about our weaknesses.”

“We used to be this way, but we have changed very recently.”

“These results must belong to another company – this can’t be us!”

global benchmark
Global Benchmark
  • 1076 companies in 48 Countries
  • 75% North American, 15% Europe, 7% Asian, 3% Africa/Middle East/Central & South America
  • Wide classification of industries using the North American Industry Classification System (NAICS)
  • Different Industries and different Countries, on average, have very similar results to the global benchmark
  • We recommend using the Global Benchmark
  • Composites are available for many different Industries and Countries
slide159

Understanding Your Results

This is a percentile score. This is your organization’s score as a percentage benchmarked against the average of the other organizations in our global normative benchmark. This organization, for example, scored better than 82 percent of all the other organization in the database in the Goals & Objectives index.

This is one of the four key traits that impact business performance.

This is one of the three indexes that measure the behaviors of this trait. Each of the twelve indexes consists of five survey items.

The profile is colored to show the quartile in which the percentile falls. This score, for example, falls in the fourth quartile.

slide160

Understanding Your Line Item Results

This is one of the four key traits in the model.

These are the four quartiles in which your percentiles may fall.

These are the items as they appear on the survey.

These are the percentile scores for each line item. These scores are also benchmarked against the global database.

The +/- symbols indicate that this item was one of the top five (+) or bottom five (-) scores on the survey.

The raw score has been reversed for this negatively worded item marked with an asterisk (*). In all cases, a higher score indicates a more favorable condition.

slide161

Understanding Your High-Low Results

These are the five items for which your organization received the highest percentile scores. They are listed in order from highest to lowest score.

These are the five items for which your organization received the lowest percentile scores. They are listed in order from lowest to highest score.

The colors indicate the traits the items are to attributed for easy identification of patterns and trends.

interpretation guidelines looking at your results

Big Picture

High Scores

Low Scores

Overall Patterns

Strengths & Challenges

What are main areas?

Strong = more color

Weak = less color

Are these clustered?

Flexible?

Stable?

Externally Focused?

Internally Focused?

Involvement?

Consistency?

Adaptability?

Mission?

Key Patterns

Foundation Skills:

What are the key capabilities that are

the foundation of your organization’s

Strengths?

Areas to Improve:

What capabilities are

important to improve?

Short-term? Long-term?

Impact of strengths and weaknesses

on performance measures :

Employee Satisfaction ?

Quality?

Sales ?

Customer Satisfaction?

Innovation ?

Financial performance ?

Summarize Strengths

Review the 12 Indexes

Which are strongest?

Most important to job?

Important to career?

Clustered in one trait?

Review the Items

Top five?

Most important?

Clustered in one trait?

Summarize Challenges

Review the 12 Indexes

Which are lowest?

Most important to your

organization’s effectiveness?

Clustered in one trait?

Review the Items

Bottom Five?

Most important?

Clustered in one trait?

Interpretation Guidelines:Looking at your results
action planning
Action Planning

The combination of your cultural insights and your business objectives should drive your action planning efforts. Effective culture change – whether it be incremental improvements or larger scale transformations – requires the involvement of employees from throughout the organization. There are no secret recipes or silver bullets for successful change. While we can offer suggestions and starting points, we have found that the organizations who have been most successful have built their solutions through active participation and involvement at every level of the organization. The solutions that come from the thoughtful participation of a broader audience have the best chance of adoption and success.

Action Planning Resources

  • The Denison Action Planner - Learn more at http://www.denisonconsulting.com/products/cultureProducts/action_planner.aspx
  • eResource: Getting Started with Your Denison Organizational Culture Survey Results - Available at http://www.denisonconsulting.com/docs/CultureGettingStarted/Culture_Getting_Started.htm
slide164

Cultural Understanding & Development ROADMAP

Now What

What

So What

Step I

Education and Assessment

Goal: To educate internal staff regarding the Denison Model and assess the current culture to surface overall strengths and weaknesses and identify possible sub-cultures/areas of opportunity

Step II

Creating Understanding

Goal: To create a common understanding of the data and the associated beliefs & assumptions driving the current cultural strengths and weaknesses

Step III

Choosing to Shift the Culture?

Goal: To establish true alignment around the need for culture change AND to focus efforts on areas of maximum impact

Step IV

Action Planning

Goal: To generate ideas for moving the culture forward; prioritizing and developing specific action plans

Step V

Implementation & Evaluation

Goal: To execute against the action plans and measure progress – with a constant link back to organizational or group performance

leading culture conversations

Leading Culture Conversations

The culture data offers a unique opportunity in organizations to discuss ‘how’ people work (or don’t work) together and identify some of the barriers to high performance. The following pages offer some questions that can help facilitate those conversations and surface some of the existing beliefs and assumptions that have resulted in the current culture.

mission
Mission

As you review your Mission results you might consider using the following questions to help facilitate the conversations:

  • Vision: Do you understand why we are in business? Does our vision excite/motivate you? If so why? If not, why not? Does the vision create ‘context’ for the work that you do? What would help make the vision ‘real’ for you?
  • Strategic Direction: Do you know what the key areas of priority are for us as a group/organization for the next 2 – 3 years? Do you believe that our strategies will have the desired impact? Do our strategies help guide your decisions? What do you need to increase your understanding of the key organizational strategies?
  • Goals & Objectives: Are you clear about the short-term goals that you are trying to achieve? Is progress towards those goals being measured? Do you feel some ‘ownership’ of the goals? What else do you need to achieve the goals in your area?
consistency
Consistency

As you review your Consistency results you might consider using the following questions to help facilitate the conversations:

  • Core Values: Are you clear about what our core values are and what they mean? What would you say is ‘valued’ most in this organization? What is ‘valued’ least? Are you able to apply the values in your day-to-day activities? What could we do to make the values more ‘real’?
  • Agreement: Would you say that we are all in agreement regarding our key work objectives? How effectively would you say that we resolve issues/problems that arise? What could we do better to resolve issues in a way that generates more win-win solutions?
  • Coordination & Integration: Do you understand how your work impacts others? Do you believe that your colleagues across the organization have common goals? Are you kept informed about work in other areas that impacts you? Do you keep other’s informed about the work that you do that might impact them? What could be done to increase the level of coordination and integration in our organization?
involvement
Involvement

As you review your Involvement results you might consider using the following questions to help facilitate the conversations:

  • Empowerment: What does empowerment mean? What does it look like to you? What do you find empowering in your work? What prevents you from feeling empowered? Can we come to agreement about what empowerment looks like in our organization/group?
  • Teamwork: Do you feel like you are part of a team? Is our team working as effectively as it can? What if anything, gets in the way of teamwork? What should we be doing that we are not currently doing to improve our team’s effectiveness?
  • Capability Development: How are we doing with training? Are there specific skills that you think we lack as an organization/group? Are we building the skills and capabilities that we will need to be successful in the future? Do you believe that your skills are valued and being developed? Do you have a development plan that you believe is helping you to learn and grow in your job?
adaptability
Adaptability

As you review your Adaptability results you might consider using the following questions to help facilitate the conversations:

  • Creating Change: How receptive are we to new ideas and suggestions? Do we ever hear ourselves (or others) say ‘That’s not the way we do it around here?’ How well are changes communicated? When do changes meet the most resistance? How could we become more proactive about driving change?
  • Customer Focus: What do we currently do to get feedback from our customers (internal & external)? What happens to the feedback we get? Would you say that we all have a good understanding of our customer’s needs? What can we do to better serve our customer(s)?
  • Organizational Learning: What does risk taking at work mean to you? Can we get better at what we do without trying new things? What happens when mistakes are made around here? Do we try to learn from mistakes or is our first reaction to blame someone? What can we do to encourage more innovation?
denison culture survey results executive summary
Denison Culture Survey ResultsExecutive Summary

Prepared by:

Insert Your Name Here

Insert Company Name and/or Logo here

slide174

Culture data should do TWO things…

  • serve as a vehicle to start some ‘honest’ conversations in the organization AND
  • 2) generate ‘thoughtful’ actions
slide175

A profile of a high performing culture

As you look at your survey results, remember...

More Color is Better!

A profile of an average performing culture

A profile of a low performing culture

what do the colors mean
What Do the Colors Mean?

The more color you see, the more clarity there usually is regarding important issues such as direction, priorities, customer needs, and how to collaborate within the organization

The less color you see, the more uncertainty there usually is regarding important issues such as direction, priorities, customer needs, and how to collaborate within the organization

culture and performance
Culture and Performance

· Innovation

· Sales Growth

· Market Share

· ProfitabilityROI, ROS, ROE

· Creativity

· Customer Satisfaction

· Quality

· Employee Satisfaction

slide179

Denison Global Benchmark

  • 931 Organizations in 48 Countries
    • 49 Public Administration & 49 Educational Institutions
  • The most stable, representative comparison group
  • Different Industries and different Countries, on average, have very similar results to the global benchmark
slide180
Your Culture Survey Data

Insert the Organization’s Name and/or Logo here

(The following pages use a Sample Company to illustrate how you might present the data)

general insights
General Insights
  • The overall profile indicates a number of areas that reflect opportunities for improvement.
  • The result suggests an organization where people ‘team’ to respond to customer needs
  • The lower scores in areas such as Vision and Strategic Direction indicate that Customer Focus is more ‘reactionary’
  • The more ‘white space’ you see in a profile the more uncertainty that typically exists within the organization
general insights cont
General Insights (cont.)

We often describe the Mission area as ‘first among equals.’ All of these traits and indices impact performance, however weak scores in the area of Mission often result in weaker scores across the model – particularly in areas such as Coordination & Integration (people focus on the immediate goals within their unit or ‘silo’); Capability Development (what skills are needed for future success?); Organizational Learning (no time to stop and reflect); Creating Change (change towards what?)

involvement line item analysis

Perceived Strengths: Involved employees who work as a team

Involvement: Line Item Analysis

We work more effectively within our own teams than we do with others across the organization. Employees believe they can contribute but do not feel as though they are given a chance to do so. Our bench strength improves by bringing in talent – not by developing it internally.

Potential Concerns: Involvement in decision making; amount of information sharing; cross-organizational cooperation; ee development

consistency line item analysis

Perceived Strengths: We work hard to reach consensus and strive for win-win solutions

Consistency:Line Item Analysis

The perception is that we lack clear core values. Inconsistent values, management styles and practices result in a lack of agreement regarding the right and wrong ways to get work done. Working and coordinating activities across the organization is difficult.

Potential Concerns: Articulating clear Core Values; lack of consistent management practices; ability to coordinate work across the organization

adaptability line item analysis

Perceived Strengths: Flexibility; responding to customer comments and recommendations

Adaptability: Line Item Analysis

The perception is that we are flexible and responsive to the customer. It is not always clear how the interests of the customer are reflected in our decisions. We are generally ‘reactive’ and perhaps even ‘chaotic’ in the way we operate.

Potential Concerns: Responding to the competition and incorporating the interests of customers in our decisions; time to reflect and learn as an org.

slide187

Mission:Line Item Analysis

Perceived Strengths: Tracking progress against our stated goals

We track progress on our goals however there is a general lack of ‘buy in’ to those goals. There is an absence of longer term direction, and leaders are not perceived as having a long-term point of view.

Potential Concerns: Lack of a clear long-term purpose and strategy; ability to set realistic goals; short term focus without a long term sense of direction

slide188

We are flexible and team together to work through difficult issues. We respond to customer input and ee’s believe that they can have an impact.

We are not investing in the skills of our employees and we lack a clear sense of longer term direction and priorities, resulting in inconsistent approaches to doing business.

slide189
Data by Function

Include some general observations about the variations or similarities based on Function here

slide190

Insert Functional Data Cuts Here(You can include the Circumplex AND Line Item Data or just the Circumplex for each Function. For briefing the results and sharing high-level insights regarding the variation and similarities among Functions - the Circumplexes are often sufficient)

slide191
Data by Location/Region

Include some general observations about the variations or similarities based on Location/Region here

slide192

Insert Location/Region Data Cuts Here(You can include the Circumplex AND Line Item Data or just the Circumplex for each Location/Region. For briefing the results and sharing high-level insights regarding the variation and similarities among Locations/Regions - the Circumplexes are often sufficient)

slide193
Data by Level

Include some general observations about the variations or similarities based on Level here

slide194

Insert Level Data Cuts Here(You can include the Circumplex AND Line Item Data or just the Circumplex for each Level. For briefing the results and sharing high-level insights regarding the variation and similarities among Levels - the Circumplexes are often sufficient)

slide195
Qualitative Data (open-ended questions)

Example: What is one aspect of XYZ Co’s culture that you would want to preserve?

slide196

One Aspect of the Culture to Preserve Key Themes:

  • Primary Themes:
    • Theme 1
    • Theme 2
    • Theme 3
  • Secondary Themes
    • Theme 1
    • Theme 2
slide198

One Aspect of the Culture to Change Key Themes:

  • Primary Themes:
    • Theme 1
    • Theme 2
    • Theme 3
  • Secondary Themes
    • Theme 1
    • Theme 2
denison culture survey results from data to action
Denison Culture Survey ResultsFrom Data to Action

Prepared by:

Insert Your Name Here

Insert Company Name and/or Logo here

slide202

Key Steps in the Culture Change & Improvement Process

You Are Here

What

So What

Now What

Step I

Assessment

(collecting survey data)

Goal: To fully explore the current culture. To surface overall strengths and weaknesses and identify possible sub-cultures/areas of opportunity

Step II

Creating Understanding

Goal: To create a common understanding of the data and the associated beliefs & assumptions driving the current cultural strengths and weaknesses

Step III

Choosing to Shift the Culture?

Goal: To establish true alignment around the need for culture action AND to focus efforts on areas of maximum impact

Step IV

Action Planning

Goal: To generate ideas for moving the culture forward; prioritising and developing specific action plans

Step V

Implementation & Evaluation

Goal: To execute against the action plans and measure progress – with a constant link back to organizational or group performance

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REMEMBER…The Denison model and surveys are intended to facilitate important conversations in organizations ANDdrive change.

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Leading Culture Conversations

The culture data offers a unique opportunity in organizations to discuss ‘how’ people work (or don’t work) together and identify some of the barriers to high performance. The following pages offer some questions that can help facilitate those conversations and surface some of the existing beliefs and assumptions that have resulted in the current culture.

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Mission
  • The data generated by the Denison survey offers an excellent opportunity to engage your employees and colleagues in some important ‘Culture Conversations’
  • For example, as you review your Mission results you might consider using the following questions to help facilitate the conversations:
    • Vision: Do you understand why we are in business? Does our vision excite/motivate you? If so why? If not, why not? Does the vision create ‘context’ for the work that you do? What would help make the vision ‘real’ for you?
    • Strategic Direction: Do you know what the key areas of priority are for us as a group/organization for the next 2 – 3 years? Do you believe that our strategies will have the desired impact? Do our strategies help guide your decisions? What do you need to increase your understanding of the key organizational strategies?
    • Goals & Objectives: Are you clear about the short-term goals that you are trying to achieve? Is progress towards those goals being measured? Do you feel some ‘ownership’ of the goals? What else do you need to achieve the goals in your area?
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Consistency
  • The data generated by the Denison survey offers an excellent opportunity to engage your employees and colleagues in some important ‘Culture Conversations’
  • For example, as you review your Consistency results you might consider using the following questions to help facilitate the conversations:
    • CORE VALUES: Are you clear about what our core values are and what they mean? What would you say is currently ‘valued’ most in this organization? What is ‘valued’ least? Are you able to apply the values in your day-to-day activities? What could we do to make the values more ‘real’?
    • AGREEMENT: Would you say that we are all in agreement regarding our key work objectives? How effectively would you say that we resolve issues/problems that arise? What could we do better to resolve issues in a way that generates more support for the solutions?
    • COORDINATION & INTEGRATION: Do you understand how your work impacts others? Do you believe that your colleagues across the organization have common goals? Are you kept informed about work in other areas that impacts you? Do you keep other’s informed about the work that you do that might impact them? What could be done to increase the level of coordination and integration in our organization?
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Involvement
  • The data generated by the Denison survey offers an excellent opportunity to engage your employees and colleagues in some important ‘Culture Conversations’
  • For example, as you review your Involvement results you might consider using the following questions to help facilitate the conversations:
    • EMPOWERMENT: What does empowerment mean to you? What does it look like? What do you find empowering in your work? What prevents you from feeling empowered? Can we come to agreement about what empowerment looks like in our organization/group?
    • TEAMWORK: Do you feel like you are part of a team? Is our team working as effectively as it can? What if anything, gets in the way of teamwork? What should we be doing that we are not currently doing to improve our team’s effectiveness?
    • CAPABILITY DEVELOPMENT: How are we doing with training and development? Are there specific skills that you think we lack as an organization/group? Are we building the skills and capabilities that we will need to be successful in the future? Do you believe that your skills are valued and being developed? Do you have a development plan that you believe is helping you to learn and grow in your job?
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Adaptability
  • The data generated by the Denison survey offers an excellent opportunity to engage your employees and colleagues in some important ‘Culture Conversations’
  • For example, as you review your Adaptability results you might consider using the following questions to help facilitate the conversations:
    • Creating Change: How receptive are we to new ideas and suggestions? Do we ever hear ourselves (or others) say ‘That’s the way we’ve always done it.’ How well are changes communicated? When do changes meet the most resistance? How could we become more proactive about driving change?
    • Customer Focus: What do we currently do to get feedback from our customers (internal & external)? What happens to the feedback we get? Would you say that we all have a good understanding of our customer’s needs? What can we do to better serve our customer(s)?
    • Organizational Learning: What does risk taking at work mean to you? Can we get better at what we do without trying new things? What happens when mistakes are made around here? Do we try to learn from mistakes or is our first reaction to blame someone? What can we do to encourage more innovation?
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Mission

Mission

  • Vision
    • Vision Creation (engage in a Vision creation process if a current vision does not exist)
    • Vision Clarification (leaders can utilize a facilitated process to clarify and articulate the Vision)
    • Vision Communication (roll-out the vision to employees throughout the organization; engage in Q&A; and solicit feedback)
    • Share the Vision/Connect the Dots (continually remind employees what the vision is and how it links to their current activities)
    • Vision as a Litmus test (evaluate potential strategies against their contribution to the Vision)
    • Link Vision to Employee Performance Reviews (ask employees to share their understanding of the vision and how they are contributing to its fulfillment)
    • New Employee Orientation (start employee orientations with a review of the Vision and explaining why the organization exists)
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Mission

Mission

Mission

  • Strategic Direction
    • Strategic Planning (develop a FEW key strategies that offer focus regarding what to do AND what not to do)
    • Strategic Alignment (facilitate agreement among leadership team members regarding key strategies)
    • Strategy Communication (roll-out the strategy and vision to employees throughout the organization, engage in Q&A, and solicit feedback)
    • Share the Strategies/Connect the Dots (continually remind employees what the key strategies are and how they link to their current activities)
    • Link Strategy to Employee Performance Reviews (ask employees to share their understanding of the key strategies and how they are contributing to the fulfillment of those strategies)
    • Strategy & Skills alignment (link proposed training and skill development programs to the strategies of the organization)
    • New Employee Orientation (review the Vision and strategy at the start of every new employee orientation)
    • Customer check-ins (discuss current strategies with key customers to determine your alignment with the market place)
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Mission

Mission

  • Goals & Objectives
    • Annual Goal Setting (engage employees in a bottoms-up goal setting process – both individual and team goals)
    • Align goals with Employee Development (create employee development plans that support the goals, strategies and vision of the organization)
    • Reward Systems (align reward systems so that they support goal achievement)
    • Check-ins (meet with employees on a regular basis to assess progress against stated goals)
    • Learn from Successes & Failures (monitor progress of goals and conduct after-action reviews to learn from what worked and what did not)
    • Cross-functional Projects (utilize cross-functional teams to identify, share and address business goals)
    • Customer check-ins (discuss current goals and strategies with key customers to determine your alignment with the market place)
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Mission

Consistency

  • Core Values
    • Conduct avalues-clarification process (allow for discussion about what a value means and the desired behaviors associated with that value)
    • Create Team Agreements (identify the behaviors and practices that will guide team interactions)
    • Share values with clients and vendors (our interactions with clients and vendors are critical to our ongoing success. Share what values guide our actions and seek to understand the values that guide the behavior of our key stakeholders)
    • Orient to the Values (Share and discuss the values during new employee orientations; consider a ‘Breakfast with the CEO’ for new employees where the values are discussed and emphasized)
    • Include values in your Performance Review process (provide feedback to employees regarding their behavior and how well the ‘walk the talk’ of the core values)
    • Recognize ‘value-based’ behaviors and actions (reward and reinforce behavior and actions that are consistent with the core values)
    • Focus on both ‘What’ and ‘How’ (recognize good performance with respect to both WHAT was accomplished as well as HOW it was accomplished)
    • Call out behavior and actions that are inconsistent with the core values. Remember that core values should be ‘non-negotiable’ when it comes to behavior
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Consistency

Mission

  • Agreement
    • Decision Making Process (conduct a decision-making workshop to explore the types of decisions made and how they will be addressed)
    • Create Team Agreements (identify the behaviors and practices that will guide team interactions)
    • Make Goal Setting a Transparent Process (share goals and objectives throughout the organization so that employees at every level understand the key areas of focus
    • Information Sharing (utilize multiple communication avenues to share and disseminate information to create a common understanding of key business issues)
    • Conflict Management (use a variety of interpersonal communication and personality assessment tools to highlight differences among individual styles and how to leverage those differences in the workplace)
    • Conduct avalues-clarification process (allow for discussion about what a value means and reach agreement with respect to the desired behaviors associated with that value)
    • Develop Customer Focus Programs (designed to generate agreement regarding customer wants and needs)
    • Conduct Functional and Project Roundtables (create an interactive forum for employees from other functions and teams to hear what you are doing, share ideas and discuss how your work impacts them)
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Mission

Consistency

  • Coordination & Integration
    • Engage in Give/Get discussions (work with other functions, locations, etc. to assess how well you are meeting their needs and how well they are meeting your needs)
    • Create Cross-Functional Team Agreements (identify the behaviors and practices that will guide your cross-functional team interactions)
    • Conduct Functional and Project Roundtables (create an interactive forum for employees from other functions and teams to hear what you are doing, share ideas and discuss how your work impacts them)
    • Cross-functional Projects (utilize cross-functional teams to identify and address business goals and issues)
    • Annual 360 assessments (include feedback from Peers and other constituents you serve in the organization)
    • Make Goal Setting a Transparent Process (share goals and objectives throughout the organization so that employees at every level understand the key areas of focus
    • Information Sharing (utilize multiple communication avenues to share and disseminate information to create a common understanding of key business issues)
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Mission

Involvement

  • Capability Development
    • Create a Performance Management System that includes regular feedback and a clear development plan
    • Stretch assignments (projects and assignments that stretch the individuals capabilities)
    • 1 on 1 check-ins (regular meetings used to check-in with the employee on a number of issues including their ongoing development)
    • Mentoring Programs (offering mentoring and coaching – particularly to high-potential employees)
    • Annual 360 assessments (providing feedback to leaders and managers from their Direct Reports, Peers and Boss)
    • Cross-functional task forces (presenting employees with the opportunity to work with colleagues from other parts of the organization – expanding their understanding of the organization and providing exposure to others in the organization)
    • Promote from Within (promoting employees from within communicates that they are valued and perceived as capable of taking on greater responsibility)
    • Encourage participation in Industry Groups/Associations so that the employee is aware of industry trends and developments
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Mission

Involvement

  • Team Orientation
    • Use a Performance Management System that includes accountability for team performance
    • Team Goal Setting (team goals are created by the team and are aligned with the organization’s vision and strategy)
    • Engage in Give/Get discussions (work with other teams – upstream and downstream - to assess how well you are meeting their needs and how well they are meeting your needs)
    • Create Team Agreements (identify the behaviors and practices that will guide team interactions)
    • Conflict Management (use a variety of interpersonal communication and personality assessment tools to highlight differences among individual styles and how to leverage those differences among the team)
    • Align Reward Systems with Teamwork (align reward systems with the desired team behaviors)
    • Teambuilding Activities (engage in teambuilding activities designed to enhance team performance and strengthen team relationships)
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Mission

Involvement

  • Empowerment
    • Empowerment Clarification Process (engage employees in a discussion about what empowerment means and where they can make decisions; influence decisions; and what decisions are beyond their influence
    • Stretch assignments (projects and assignments that stretch the individuals capabilities)
    • 1 on 1 check-ins (regular meetings used to check-in with the employee on a number of issues including their ongoing development)
    • Information Sharing (utilize multiple communication avenues to share and disseminate information to create a common understanding of key business issues)
    • Mentoring Programs (offering mentoring and coaching – particularly to high-potential employees)
    • Promote from Within (promoting employees from within communicates that they are valued and perceived as capable of taking on greater responsibility)
    • Cross-functional task forces (present employees with the opportunity to work with colleagues from other parts of the organization – expanding their understanding of the organization and providing exposure to others in the organization)
    • Encourage participation in Industry Groups/Associations so that the employee is aware of industry trends and developments
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Mission

Adaptability

  • Creating Change
    • Communicate a Vision for the change (employees are much less likely to resist change if they understand WHY the change is important. Address the ‘what’s in it for me?’ OR ‘why should I care?’ questions that employees will be thinking about)
    • Facilitate ‘Change’ discussions (provide forums for employees and leaders to discuss pending changes)
    • Get employees engaged in the changes (changes are easier to accept when they are happening ‘with you’ rather than ‘to you’. Engage employees in the changes and ask for their help and input in order to create some employee ownership of the changes)
    • Identify key stakeholders (determine who needs to be ‘on board’ with the changes and seek out their support and feedback)
    • Identify some ‘quick wins’ (identify some quick wins that will highlight the positive aspects of the changes)
    • Recognize behaviors and actions that support the desired changes (reward and reinforce behavior and actions that are consistent with the changes desired)
    • Adjust and persevere (be willing to make adjustments as the change moves forward and stay focused on the improvements needed)
    • Offer change skills training (many employees lack the skills and experience to effectively manage change. Offer skills, tools and guidance to employees to help them throughout the change process)
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Adaptability

  • Customer Focus
    • Customer check-ins (discuss current strategies with key customers to determine your alignment with the market place)
    • Develop Customer Feedback Processes (develop tools for customers to provide regular feedback and a process for evaluating/utilizing that feedback)
    • Develop Customer Focus Programs (designed to generate internal agreement regarding customer wants and needs)
    • Customer Appreciation Initiatives (create ways to recognize customers and express appreciation for their business)
    • Engage Customers in New Product/Service Development (utilize customers in the creation and design of new products and services)
    • Learn About Your Customer’s Business (develop an understanding of your customer’s business to inform your solution offerings)
    • Reward Customer Focus (recognize and reward individuals and teams that demonstrate exceptional customer focus)
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Adaptability

  • Organizational Learning
    • Learn from Successes & Failures (monitor progress of goals and conduct after-action reviews to learn from what has worked and what did not)
    • Create Incentives for Innovation (develop reward systems that recognize innovative ideas and actions)
    • Develop Customer Focus Programs (designed to generate internal agreement regarding customer wants and needs)
    • Engage Customers in New Product/Service Development (utilize customers in the creation and design of new products and services)
    • Learn About Your Customer’s Business (develop an understanding of your customer’s business to inform your solution offerings)
    • Cross-functional task forces (present employees with the opportunity to work with colleagues from other parts of the organization – expanding their understanding of the organization and providing exposure to others in the organization)
    • Encourage participation in Industry Groups/Associations so that the employee is aware of industry trends and developments
    • Mentoring Programs (offering mentoring and coaching – particularly to high-potential employees)
    • Annual 360 assessments (providing feedback to leaders and managers from their Direct Reports, Peers and Boss)
    • Cross-functional task forces (presenting employees with the opportunity to work with colleagues from other parts of the organization – expanding their understanding of the organization and providing exposure to others in the organization)
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For additional support in preparing your Executive Summary please contact Denison Consulting at:

(734) 302-4002