Creating a Top 100 Workplace Through Constructive Leadership and Culture

Creating a Top 100 Workplace Through Constructive
Leadership and Culture

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Speaker: Ken Curtis
Practice Leader
MNP Consulting

Debbie Lane
Executive Vice President, SaskCentral

Moderator: Kellye Whitney
Managing Editor
Talent Management magazine

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Kellye Whitney
Managing Editor
Talent Management magazine

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Ken Curtis
Practice Leader
MNP Consulting

Debbie Lane
Executive Vice President,
SaskCentral

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Creating a Top 100 Workplace Through
Constructive Leadership and Culture
Ken Curtis
Practice Leader, MNP Consulting

Debbie Lane
Executive Vice President, SaskCentral

May 1, 2012

7

About SaskCentral

SaskCentral…
is a financial services co-operative that serves
credit unions in Saskatchewan, Canada.

8

SaskCentral’s Key Services

Our key services include:
• Statutory liquidity management
• Assistance with legislation compliance
• Strategic investment management
• Governance support
• Advocacy
• Market research
• Innovation

9

Topics for Today’s Webinar

We will focus on:
• Our journey at SaskCentral and how we
were able to transform its culture
• What culture alignment has meant for our
people
• How leadership commitment and culture
enhancement has benefited our
organization

10

The Catalyst for Culture Change

In the 1990s…
- an explosion of choices became available to
banking consumers
- the global market expanded
- and the Internet changed the game
SaskCentral’s then CEO…
- directed the HR team to find a way to examine
our organizational culture
- was committed to building a work environment
that could enhance growth and financial results

11

CEO’s Requirements

Our former CEO, Sid Bildfell, and
current CEO, Ken Anderson, had two
requirements:
1. Employees make a long-term commitment
to the culture change effort
2. A validated survey be selected and “used
for life” to benchmark, provide actionable
insights, and measure progress

12

Finding the Right Tools

HR required an external resource who could assist
with:
• Assessing our current work environment
• Identifying and assessing the factors that
were shaping it
• Identifying the kind of work environment that
would optimize our ability to achieve our
vision

That resource was found in an organization
development team that we trusted—MNP
Consulting.
13

The Commitment

Ken Curtis Debbie Lane
MNP Consulting Executive Vice President,
Saskatchewan, Canada SaskCentral
14

The Validated Survey

We selected the Organizational Culture Inventory®
by Human Synergistics International because it…
• measures culture in a way that better predicts outcomes (quality,
performance, and retention) than do engagement or climate
surveys
• provides highly visual feedback
• is the most thoroughly researched and widely used culture
survey
• uses benchmarks based on research (not client) data
• is standardized—permitting meaningful comparisons over time
• ties into the Organizational Effectiveness Inventory® and
Leadership/Impact® to facilitate action planning and leadership
development

Copyright © 2012 by Human Synergistics International. All rights reserved. 15

What is Organizational Culture?

Culture is the shared values and
beliefs that can lead to norms and
expectations that guide how:
• Decisions are made
• People approach their work
• Colleagues interact


Quantifying Culture—
The Circumplex
Members are expected to… 12 enjoy their work
and produce high-quality products/services

11 set challenging goals 1 be supportive
and solve problems effectively and constructive in dealing with others

2 be open & friendly
10 avoid making mistakes, work long hours, and sensitive to the satisfaction
and keep “on top” of everything of the work group

9 operate in a “win-lose” framework” 3 agree with, gain the approval of,
and work against peers to be noticed and be liked by others

8 take charge and “control” others, 4 conform, follow the rules,
and make decisions autocratically and make a good impression

7 gain status and influence 5 do what they are told
by being critical and constantly and clear
challenging one another all decisions with supervisors

6 shift responsibilities to others
and avoid being blamed for mistakes

Research and Development by Robert A. Cooke, Ph.D. & J. Clayton Lafferty, Ph.D.
Copyright © 1973-2012 by Human Synergistics International. All rights reserved. 17

How Culture Works


Human Synergistics and Towers-Perrin
Research on Culture and Profitability

Type of Culture Profitability (Over 3 Years)

Constructive Higher earnings

No Statistically Significant
Passive/Defensive
Correlation

Aggressive/Defensive Greater volatility

Profitability data provided by Towers-Perrin: Profitability measured by earnings/sales ratios based on averages for the three-year period;
volatility scores based on standard deviations across the three years. Culture types measured by the Organizational Culture Inventory®..

Organizational Culture Inventory® Copyright © 2012 by Human Synergistics International. All rights reserved.
19

First Look

Our first look at our culture was quite
a humbling experience!
It was characterized by:
• the good
• the bad, and
• the ugly

20

SaskCentral Culture Profiles

Ideal Culture Operating Culture
(1996 to Present) (1996)


OEI Levers for Culture Change

Organizational Effectiveness Inventory®. Copyright © 2012 by Human Synergistics International. All rights reserved. 22

OEI Outcomes of Culture

Organizational Effectiveness Inventory®. Copyright © 2012 by Human Synergistics International. All rights reserved. 23

Moving in the Right Direction

By 2003, we had made progress!
Ideal Culture Operating Culture—2003


Getting to Our Ideal

Our change road map required
both “internal” and “external”
perspectives and resources.
• Internal:
• A Service Excellence Committee was formed
• External:
• Consultant facilitated presentations to every division
of the company to drive home the nature of their sub-
cultures
• Agents of Change were carefully selected and trained
in culture alignment and change management

25

Keeping the Momentum Going

MNP designed a leadership development
program for the top 3 tiers of management
• Leadership/Impact® Inventory
• Coaching on their individual contribution
to “cascading the culture”
• Facilitating divisional planning efforts
• Reach for the Blue (Constructive Culture)

26

Actual Impact Varies
Top 10% vs Bottom 10% within a major corporation
Impact of the Most Effective Impact of the Least Effective
and Successful Leaders and Successful Leaders

Effectiveness based on ratings by superiors, peers and direct reports;
success based on salary increases over time

Outcomes

Confidence was growing and we realized that
we could adapt the work environment to more
closely match our Ideal vision
• Launched an Innovation Initiative in 2008
• MNP measured effectiveness by including items
at the end of the Organizational Effectiveness
Inventory® (OEI)
• OEI measures of Staff Satisfaction, which were
increasing each year, became a component of
the Balanced Score Card
• SaskCentral emerged as a preferred employer

28

2009 Results

Approaching our goal:
• Change in CEO due to
retirement
• New CEO (internal succession)
had a history with the culture
initiative and maintained his
commitment to strengthen the
culture
• Consistency is seen as part of
our success


Maintaining Commitment

• Ongoing biennial assessment of culture
• Ongoing annual assessment of our
effectiveness
• Re-structuring of SaskCentral in 2009 as result
of the global economic downturn
• Executive team changes
• Launch of unique HR initiatives empowering
employees
• Leadership development

30

Achieving Our Vision

Ideal Culture Operating Culture
(1996 to Present) (2011)


Comparisons to HSI
Constructive Benchmarks
Outcomes Improvement from Exceeds HSI’s
1997-2012 Constructive Benchmark

External Adaptability 1.08
Intra-Unit Teamwork and
Cooperation .20

Departmental Level Quality .44

Role Conflict .50
Inter-Unit Coordination .40
Intention to Stay 1.05

Stress .93

Motivation 1.32
Exceeds HSI’s Historical Average
Organizational Level Quality .49

Satisfaction 1.21

Role Clarity .69

Job Insecurity 1.17 33
Copyright © 2011 by Human Synergistics International. All rights reserved.

Additional Outcomes

2011 2012
• Staff Satisfaction at 96th • Staff Satisfaction will be
percentile—an re-assessed in June,
all-time high 2012
• #1 Best Workplace for • #6 Best Workplace for
Women in Canada Women in Canada
• #5 Best Workplace for • Top Six Best Workplace
Respect in Canada for Respect in Canada
• #31 Best Workplace in • Top Six Best Workplace
Canada for Credibility in Canada

And…


Additional Outcomes

2012

• #1 Best Workplace in Canada


Poll Question

Do you know what your current culture
looks like?
a) Yes
b) No

If Yes, how do you know?
a) internal survey (developed in house)
b) validated survey (tested, reliable, and
used across many organizations)
c) observations, focus groups, or other
qualitative methods
36

Questions

Thank you for your interest today.

If anyone has any further questions, please e-
mail them to: Ken.Curtis@mnp.ca

For more information on MNP Consulting or
SaskCentral, please visit our websites:
www.saskcentral.com www.mnp.ca

37

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Creating a Top 100 Workplace Through Constructive Leadership and Culture

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