Personalising Organisational culture
LeMaSa is still full steam ahead on this track called 2011! I attended the International Congress on Assessment Center Methods in the USA early in October. As you can see in the picture – we did have some fun too!
LeMaSa picked up some tips on the use of electronic and virtual assessments at the conference that we are keen to show to all our clients. For next year we are planning a few client contact sessions to show you the new technology and also show to you how it can make Assessment Centre technology even more targeted.
In this edition of the LeMaSa Chronicle we discuss the important role of personalising organisational culture. Experience has shown that Collaborative Assessment Centres can play an effective role in this regard. We also review some ideas on high-performance cultures in organisations.
We wish you a fruitful dash to the end of the year – we know you have have thousands of things to do before the holidays!
The Culture and Change Steward is one of the six competency domains rated by the fifth round of the HR Competency Study (HRCS) as the second-highest in predicting performance of both HR Professionals and HR departments’ effectiveness (above Strategy Architect and Talent Manager/Organisation Designer).
One of the aspects included in this role is the issue of personalising culture.
An HR Professional that successfully personalises culture:
· Helps employees find purpose and meaning in their work. When a business has successfully personalised culture, employees understand exactly how their job benefits the company and how it benefits himself/herself.
· Creat es a cul ture where employees are valued, not just as employees, but as people.
· Seeks to understand what constitutes abundance for employees. This may include things such as work/life balance, flexible schedules, tuition reimbursement, etc.
When the culture of an organisation becomes personal, it moves from a wish-list of descriptive sentences regarding what their organisation would like to be, to a cohesive integration of what they have actually realised. This kind of culture is recognised by both internal and external stakeholders.
and people-orientated. This high degree of comfort means that all the energy of the group can be directed towards the task(s) in hand.
There is a need at most organisations to develop the executive team’s “leadership process” as a critical driver in the team’s ability to meet the demands of the business environment, execute its business strategy, build a culture of engaged employees, and succeed long-term. It is also necessary to ensure that the team works effectively through all the development stages to get to the “Performing” stage as quickly as possible.