1. Connecting Organizational Culture and Employee Engagement.

2. Objectives
Define the key terms of organizational culture, organizational climate and employee engagement.
Diagnose current organizational culture to enhance leaders awareness and build an environment of innovation.
Create connections to shape leadership abilities that will impact organizational culture and climate.
Recognize opportunities to build employee engagement within an organization.

3. Overall Content Outline
Objectives
Influences
Definitions
Employee Engagement
Culture/ Climate
Activity
Wrap up Discussion Connecting the Culture Items to Employee Engagement Strengths/ Concerns

4. What Influences… Engagement Culture Leadership Tenure Age Gender Race
Communication
Empowerment
Recognition
Opportunity
Connection

5. Organizational Culture
The values and behaviors that contribute to the unique social and psychological environment of an organization.
Organizational culture includes an organization's expectations experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations. It is based on shared attitudes, beliefs, customs, and written and unwritten rules that have been developed over time and are considered valid. Also called corporate culture, it's shown in
the ways the organization conducts its business, treats its employees, customers, and the wider community,
the extent to which freedom is allowed in decision making, developing new ideas, and personal expression,
how power and information flow through its hierarchy, and
how committed employees are towards collective objectives.
Source: Dictionary .com

6. Organizational Climate
Properties of the business environment in a workplace observed by staff that strongly influence their actions and job performance. Also called corporate climate.
Awareness of anecdotal comments
How you feel about your environment
Gut insight around a situation
Understanding the data and quality
Source: Dictionary .com

7. Source: www.Business Dictionary .com
Employee Engagement
Emotional connection an employee feels toward his or her employment organization, which tends to influence his or her behaviors and level of effort in work related activities.
The more engagement an employee has with his or her company, the more effort they put forth.
Source: Dictionary .com

8. Employee Engagement

9. Defining Employee Engagement

11. Source: www.Business Dictionary .com
Employee engagement involves the nature of the job itself:
If the employee feels mentally stimulated
Trust and communication between employees and management
Ability of an employee to see how their own work contributes to the overall company performance
The opportunity of growth within the organization;
Level of pride an employee has about working or being associated with the company.
Source: Dictionary .com

12. Benefits of Higher Workforce Commitment
Workforce Commitment is…
Engaged and willing to exert additional effort
Demonstrating energy and enthusiasm for their work
Loyalty to the organization – greater likelihood to stay employed
Pride in the organization and willingness to recommend the organization as a place to work and to receive care
Greater overall satisfaction
The Benefits are…
More satisfied patients
Improved productivity
Increased cultural commitment
Higher quality outcomes
Stronger financial performance
More positive image in the community

13. Culture and Climate

14. Identifying the Key Elements of Culture
1. Artifacts
2. Values
Above: Stated Values
Below: Unstated Values
3. Behaviors
Leaders Own the Organizational Climate (Mood)

15. Factors to Determine Organizational Climate
Leadership
Organizational Structure
Historical Forces
Standards of Accountability
Standards of Behavior
Communication
Rewards
Trust
Commitment
Vision & Strategies
Organizational Connectedness
Source: Kennedy Group Executive Strategies

16. Climate and Culture The culture and climate of an organization are the natural forces, which leave and imprint on the organization.
Culture
Climate
Behavior… what is valued
Structure and Artifacts
How we get results
Messaging
Presence/ Gemba
Style
Leaders who introduce transformational change into an organization easily can become discouraged if they focus too much attention on culture alone. What is required is a more manageable task but one which will affect cultural variables.
The concept of organizational climate offers a more definable and measureable vehicle for implementing change.

17. Change in an organization calls for its leaders to recognize and balance both culture and climate.

18. Organizational Climate Influences Success
Many organizations struggle to cultivate the climate they need to succeed and retain their most highly effective employees.  Organizations can take steps to build a more positive and employee-centered climate through:
Communication – how often and the types of means by which information is communicated in the organization
Values – the guiding principles of the organization and whether or not they are modeled by all employees, including leaders
Expectations – types of expectations regarding how managers and behave and make decisions
Norms – the normal, routine ways of behaving and treating one another in the organization
Policies and rules - these convey the degree of flexibility and restriction in the organization
Programs – programming and formal initiatives help support and emphasize a workplace climate
Leadership – leaders that consistently support the climate desired
Source: Hellriegel, D., Slocum, J., & Woodman, R. (1998). Organizational Behavior.

19. Identifying Organizational Culture

20. Organizational Culture Diagnosis
First: Take 5 minutes, in small groups, identify the central norms and values you feel characterize the culture at your organization. These should be the half dozen or so core values or beliefs that, in your experience, characterize the way the culture operates. They are not necessarily what senior management professes, but are accurate descriptions of the way you feel things really are.
List them in order of importance
Source: Leveraging Culture

21. Organizational Culture Diagnosis
Second: take 5 minutes and identify those norms and values you believe should characterize the organization’s culture but at present do not. These should be those norms and beliefs that you feel are important for achieving the organizations critical strategic objectives in the next two or three years out are not widely shared or strongly held.
They could be, for example, values that people talk about but do not practice.
Source: Leveraging Culture

22. Organizational Culture Diagnosis
Third: Take 5 minutes and list those things you feel are really rewarded within your organization. In your experience, what does it really take to be successful within the company? What are those things that management really pays attention to?
If you were to advise a friend who had just joined the company, what would you advise him or her to do to be successful.
Source: Leveraging Culture

23. Source: www.Business Dictionary .com
Organizational culture:
Impacts the organization's productivity and performance
Provides guidelines on customer care and service, product quality and safety, attendance and punctuality, and concern for the environment.
Extends to production-methods, marketing and advertising practices, and to new product creation.
Is unique for every organization and one of the hardest things to change.
Source: Dictionary .com

24. Leader Takeaways

25. Select the Right People
Ultimately, People Engage People Organizations must ensure they select the right people to increase their overall engagement. Many organizations focus on strengthening their current employee’s engagement, few have realized potential effect the selection of managers and leaders can have on engagement and organizational performance.
Source: Gallup: State of the Global Workforce, Employee Engagement insights for business leaders worldwide

26. Develop Employee’s Strengths
All employees have strengths – the unique combination of talents, knowledge, and skills that help them do what they do best every day.
People who use their strengths are every day are six times more likely to be engaged on the job.
What leaders do or do not do with this workforce potential has considerable implications for their organization’s future.
Source: Gallup: State of the Global Workforce, Employee Engagement insights for business leaders worldwide

27. Enhance Employee Well-Being
Engaged Workers lead healthier lives Engaged and Thriving employees are resilient and agile The higher well-being among employees accelerates employee engagement, with engaged, thriving employees having the most positive effect in their workplace.
Employees who are engaged in their jobs are generally in better health and have healthier habits than employees who are not engaged and actively disengaged.
The managers role in improving employee engagement and well being
Make well being an organizational strategy much like other organizational outcomes
Communicate a commitment to well being consistently in all of the programs the company offers
Hold leaders accountable for well being programs
Consider how to embed activities to increase well being in individual plans and goals
Set positive defaults for making healthy choices.
Source: Gallup: State of the Global Workforce, Employee Engagement insights for business leaders worldwide

28. Thank you!
Cathryn O’Malley Administrative Director Organizational Effectiveness & Transformation Akron Children’s Hospital