“What is Essential is Invisible to the Eyes”

Virtually any company will say that it needs a more diverse workforce at all levels and it must produce a more inclusive work environment to build productivity, innovation and creativity.

Yet, by many estimates less than 5% of companies truly achieve this.

Why the high failure rate?

Why the acceptance of this status quo?

What different approaches might produce more effective results?

Why is it that some companies continually receive an “A” while their competitors receive “C’s” and “F’s?”

Have you explored the influence of your organizational culture in a market-focused organization?

What are the missing elements?

Inclusion is about a diverse workforce becoming more productive, innovative and creative. It is about effectively harnessing the full range of perspectives and experiences available to create business advantage.

A more inclusive environment requires that employees at all levels work and behave differently compared with past practice. To achieve this some companies define appropriate workforce behaviours that are consistent with the company’s stated beliefs and values about inclusion and productivity. The process is about changing employees’ workplace behaviours to be in accordance with the company’s values, not changing an employee’s personal beliefs and values.

Culture and talent are at the center of a company’s ability to drive shareholder value!

Some companies build accountability for use of these new behaviours into their performance management system. They measure ‘how’ individuals do their work in addition to ‘what’ they do. This evaluation is necessary but also tends to be insufficient for the following reasons:

- People need learning and tools to develop a more effective way of thinking and feeling about cultural difference that enables and supports their behavioural change.

- Too often, great performance management processes are only partly implemented. Appraisals and development plans frequently either minimize the importance of

cultural effectiveness or address surface-level issues and ignore achievement of long-term behavioural change.

Few, if any companies can claim to approach successful implementation. What missing elements can be added to help ensure success?

A growing body of research and practical experience point to two factors:

1) Aligning directly with key business objectives; and2) Building intercultural sensitivity and competence

In their book “The Future of HR Management,” Losey, Meisinger and Ulrich note that culture drives behavior and unites employees and that 46% of a business’s financial performance results from corporate culture.

Good companies have known and defined cultures.

Are you one of these good companies?

What are you waiting for, people are your most important asset and culture is your competitive advantage!

Let us help you eliminate the competition!

Kind Regards   

Andrew   

Andrew Morton Managing Consultant 

    “Your Complete HR Solution” 

  Tel: (011) 472 2996 Fax: (011) 472 3009 Cell: 083 454 7602 

e-mail: andrew@thehrhub.co.za web: www.thehrhub.co.za 

    

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