learning the basics

LEARNING THE BASICS

LEARNING THE BASICSR&D Resources Research Guidelines

· ProfitabilityROI, ROS, ROE

· Creativity· Customer

satisfaction

· Quality· Employee Satisfaction

· Innovation· Sales Growth· Market Share

The Link to Performance

LEARNING THE BASICSOCS Module

The Link between the Denison Organizational Culture

Survey (DOCS)and Content Modules

DOCS–Modules Link: Overview

Overlap The DOCS provides some

information about the topics covered in the content modules

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

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

My work drives me to go the extra mile.

Employee Engagement: Dimensions

Discretionary Effort

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.

ExcitementEnthusiasm

Pride

InterestPassion

InspiredEnergized

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

3

1

2

3

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

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

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

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

Employee Engagement–DOCS:Top predictors of Employee Engagement

1

3

2

3

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

People are encouraged to be creative.

Organizational Innovation: Dimensions

Creativity

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

upon.Implementation

Support for developing new ideas is readily available. Innovation is a large part of our business activities.

Organizational Support & The Role of Innovation

Organizational Innovation: The successful implementation of creative ideas.

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

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

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

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

2 3

1

4

Organizational Innovation–DOCS:Top predictors of Organizational Innovation

1

3

4

2

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

In this organization, decisions are made with employees’ best interests in mind.

People in this organization have good motives and intentions.

Benevolence Compassion

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

IntegrityHonesty

Openness

Employees consider this organization to be trustworthy.

Overall Trust

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.

Organizational Trust–DOCS:

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

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

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

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

1

2

34

Top Predictors of Organizational Trust

1

3

4

2

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

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.

Affective Commitment

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

necessity.

Continuance Commitment

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

Turnover Intention

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

LEARNING THE BASICSOCS Module

Denison Organizational Culture Survey: Content Modules

Employee Engagment

Innovation

Organizational Trust

Employee Commitment (Pilot)

Sample Engagement Report

Interpretation Guide

Sample Trust Report

Sample Innovation Report

SELLING THE SOLUTIONS

SELLING THE SOLUTIONSSample Reports OCS

Sample Culture Segment Report

Sample

SAMPLEOrganizational Culture Content Module Report

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

40

Sample

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.

1. My work drives me to go the extra mile. 2. I am enthusiastic about working for this organization. 3. I am proud to work for this organization. 4. I am passionate about my work. 5. My work energizes me.

41

Sample

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.

1. People are encouraged to be creative. 2. We are able to implement new ideas.3. New ideas are continually evaluated and improved

upon.4. Support for developing new ideas is readily available. 5. Innovation is a large part of our business activities.

42

Sample

Organizational Trust

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

1. In this organization, decisions are made with employees’ best interests in mind.

2. People in this organization have good motives and intentions.

3. This organization conducts business with integrity. 4. The people who work here are honest. 5. There are few secrets in this organization. 6. Employees consider this organization to be

trustworthy.

43

Sample

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.

1. I am committed to this organization.2. This organization is where I belong.3. I am glad to work for this organization over any other.4. I would recommend working for this organization to others.5. I feel a strong personal connection to this organization.6. It would be difficult for me to leave this organization.7. It would not benefit me to leave this organization.8. I continue to work here more out of choice than necessity.9. I plan to continue working in this organization for a long time.10. I rarely think about looking for a job with another organization.

44

Sample

Sample Engagement Report

45

Sample

Interpretation Guide

46

This is the definition of the module.

Your factor tells you the overall score for the module.

These are the line items asThey appear on the survey.

These are your scores compared to the module

normative database.The Mean score is the Average for each item.

N represents the numberof respondents.

Sample

Sample Trust Report

47

Sample

Sample Innovation Report

48

Sample

SAMPLEOrganizational Culture

Multi-Segment Comparison Report

Sample

SAMPLEOrganizational Culture Change Monitor Report

Provides scores on 2 to 3 indices and

compares them to the original scores

Sample

SAMPLEOrganizational Culture

Year-to-Year Comparison Report

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

Sample

SELLING THE SOLUTIONSSample Reports LDS

Sample Leadership 360 Year-to-Year Comparison Report

Provides a comparison of the leader’s 360

assessment data over multiple survey administrations

Sample

Sample Leadership Change Monitor Report

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

Sample

Sample Leadership Composite Report

Sample

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.

Sample

PREPARING FOR THE SURVEY


Available Resources OCS

Sampling for Organizational Surveys

Last update: Dec. 2011

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

considerationso When individuals are involved, they feel more

ownership & will contribute to resulting interventions

o Excluding people can send unintended messages

Sampling vs. Census

Sampling decision treeAre you using the survey to launch an organization-wide change initiative?

Yes

Census

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

Does your organization have less than 200 employees?

No

No

Yes

No

Yes

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

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

Are you interested in the overall organization-level report only? No

Yes

No

Yes

No

Yes

Consult with our

R&D!

Simple random

sampling

Stratified 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

o 80 are required for statistically valid sampleo Should invite all 100, unless the expected

response rate is 100%

Sampling

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

To sample…


Available Resources LDS

LDS 360 – Guide for Survey (Voice Over)

G:\Marketing\Website\Website Redesign 2012_ICM\Consultant Essentials\4 Preparing for

the Survey\LDS\Available resources

INTERPRETING THE RESULTS


Culture Understanding the Results

Understanding Your Culture Results

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

Agenda

An overview of the Denison model

Getting ready for feedback

Understanding your reports

Interpretation guidelines

The Denison Model

Adaptability Pattern..Trends..Market

Translating the demands of the

business environment into action

“Are we listeningto the marketplace?”

MissionDirection..Purpose..Blueprint

Defining a meaningful long-term direction

for the Company

“Do we know where we are going?”

InvolvementCommitment ... Ownership …

Responsibility

Building human capability, ownership, and responsibility

“Are our people aligned

and engaged?“

ConsistencySystems… Structures…

Processes

Defining the valuesand systems that are the basis of a strong culture

“Does our system create leverage?”

The Denison Model is based on four key concepts:

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

Adaptability

Patterns…Trends… Market PlaceTranslating the demands of the business

environment into action“Are we listening to the marketplace?”

Indexes:· Creating Change· Customer Focus· Organizational Learning

Mission

Direction…Purpose…BlueprintDefining 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…ProcessesDefining values and systems that are the

basis of strong culture“Does our system create leverage?”

Indexes:· Core Values· Agreement· Coordination & Integration

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

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 FeedbackThe 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!”

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

Global Benchmark

Understanding Your Results

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.

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.

The profile is colored to show the quartile in

which the percentile falls. This score, for

example, falls in the fourth quartile.

Understanding Your Line Item ResultsThis is one of the four key traits in

the model.

These are the items as they appear on the

survey.

These are the four quartiles in which your percentiles

may fall.

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.

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

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?

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?

Key Patterns

Foundation Skills:What are the key capabilities that arethe 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 ?

Big Picture High Scores

Low Scores Overall Patterns

Action PlanningThe 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

http://www.denisonconsulting.com/products/cultureProducts/action_planner.aspx

http://www.denisonconsulting.com/docs/CultureGettingStarted/Culture_Getting_Started.htm

http://www.denisonconsulting.com/docs/CultureGettingStarted/Culture_Getting_Started.htm

Step IEducation 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 IICreating

Understanding

Goal: To create a common

understanding of the data and the associated beliefs

& assumptions driving the

current cultural strengths and weaknesses

Step IIIChoosing 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 IVAction

Planning

Goal: To generate ideas for

moving the culture

forward; prioritizing

and developing

specific action plans

Step VImplementation &

Evaluation

Goal: To execute against the action

plans and measure progress – with a constant

link back to organizational or

group performance

Cultural Understanding & Development ROADMAP

What So What Now What

Thank You!


Culture Interpret

Leading Culture ConversationsThe 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.

167

MissionAs 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?

ConsistencyAs 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?

InvolvementAs 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?

AdaptabilityAs 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?

INTERPRETING THE RESULTSCulture Tools

Denison Culture Survey ResultsExecutive Summary

Prepared by:Insert Your Name Here

Insert Company Name and/or Logo here

Culture data should do TWO things…

1)serve as a vehicle to start some ‘honest’ conversations in the

organization AND 2) generate ‘thoughtful’ actions

174

As you look at your survey

results, remember...

More Color is Better!

A profile of a high

performing culture

A profile of an average

performing culture

A profile of a low

performing culture

175

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

What Do the Colors Mean?

176

Culture is a BUSINESS issue

177

Culture and Performance

178

· ProfitabilityROI, ROS,

ROE

· Creativity· Customer

Satisfaction

· Quality· Employee Satisfaction

· Innovation· Sales Growth· Market Share

179

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

Denison Global Benchmark

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)

180

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

182

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?) 183

Involvement: Line Item AnalysisPerceived Strengths: Involved employees who work as a team

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

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.

184

Consistency: Line Item AnalysisPerceived Strengths: We work hard to reach consensus and strive for win-win solutions

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

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.

185

Adaptability: Line Item AnalysisPerceived Strengths: Flexibility; responding to customer comments and recommendations

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

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.

186

Mission: Line Item AnalysisPerceived Strengths: Tracking progress against our stated goals

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

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.

187

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. 188

Data by Function

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

189

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)

190

Data by Location/Region

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

191

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)

192

Data by Level

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

193

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)

194

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

preserve?

Qualitative Data (open-ended questions)

195

One Aspect of the Culture to Preserve Key Themes:

Primary Themes: Theme 1 Theme 2 Theme 3

Secondary Themes Theme 1 Theme 2

196

What is one aspect of XYZ Co’s culture that you would like to see change?

197

One Aspect of the Culture to Change Key Themes:

Primary Themes: Theme 1 Theme 2 Theme 3

Secondary Themes Theme 1 Theme 2

198

INTERPRETING THE RESULTSAction Planning

Denison Culture Survey ResultsFrom Data to Action

Prepared by:Insert Your Name Here

Insert Company Name and/or Logo here

From Data to Action

201

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

Key Steps in the Culture Change & Improvement Process

What So What Now WhatYou Are Here

202

REMEMBER…The Denison model and surveys are intended to facilitate

important conversations in organizations AND drive

change.

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.

204

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?

205

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? 206

Involvement The data generated by the Denison survey offers an excellent opportunity


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? 207

Adaptability The data generated by the Denison survey offers an excellent opportunity


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? 208

Some Levers for Change

209

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) 210

MissionMission

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) 211

MissionMissionMission

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)

212

MissionMission

Core Values Conduct a values-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 213

MissionConsistency

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 a values-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) 214

MissionConsistency

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


215

MissionConsistency

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 216

MissionInvolvement

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)

217

MissionInvolvement

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)


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

218

MissionInvolvement

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)

219

MissionAdaptability

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)

220

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)

221

Adaptability

For additional support in preparing your Executive

Summary please contact Denison Consulting at:

(734) 302-4002

learning the basics

Documents

engagement module

employees engagement

engagement surveys

customer needs engagement

youthe docs

core dimensions of engagement

work practices

ones work