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HRM Meeting

HRM Meeting. Janice Wismer July 8, 2002. Agenda. Context Team Values Leadership Expectations.

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HRM Meeting

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  1. HRM Meeting Janice WismerJuly 8, 2002

  2. Agenda • Context • Team Values • Leadership Expectations

  3. “In the last analysis, organizations exist because stakeholders who govern and maintain them carry in their minds some sort of shared positive projection about what the organization is, how it will function, and what it might become.” David Cooperrider Change Consultant

  4. The World of Business is Changing... • Explosion of information & communication • Accelerating changes in technology • Increasingly intense global competition • New business models… e-commerce • Shorter product life cycles • More diverse, multi-cultural workforce • Higher expectations for quality, value and service

  5. The Key to Competitive Advantage “The ability to learn faster than your competitors may be the only sustainable competitive advantage.” Arie de Geus V.P. of Strategy, Royal Dutch Shell

  6. How does an Organization Learn Faster? • Deep alignment on purpose, values & vision • Culture that fosters risk-taking & accountability • Agreement on goals, strategy, structure & process • Commitment to teamwork & coordinated action • Free flow of high quality information & feedback • Optimism, energy & openness to change • Leadership that inspires through personal example • Positive reinforcement & rewards for learning • Commitment to personal & organizational success

  7. Foundation for Sustainable Success

  8. Foundation Definitions PURPOSE: The central, never-ending reason for which the company exists; timeless TEAM VALUES: The core beliefs and shared principles that guide decision-making and behavior; timeless VISION: An envisioned future for the enterprise; a vivid description of what the company is “becoming”; bound by time & environment Source: Built to Last

  9. What’s Different About Companies with a Strong Foundation? Source: Collins & Porras, “Built to Last”, 1994

  10. Team Values: Who are we? • Examples: “Integrity, quality, excellence, meritocracy, innovation, work hard / have fun, social responsibility, care for employees...” • It’s not someone else’s list… It’s what’s in the gut… bone deep… no artificial flavors… not nice sounding platitudes… not words but true beliefs… not words but deeds. • There’s no right ideology. What matters is the authenticity of the values and the complete alignment of the people, organization and processes to them. • The crucial variable is not the content of the ideology but how consistently the company lives and breathes it in all that it does.

  11. Team Values Development Process EXECUTIVE/CTDA VALUES VALIDATION & REFINEMENT TEAM VALUES & LEADERSHIP INTERVIEWS PURPOSE/VISION/STRATEGY COMMUNICATION PURPOSE & VISION DEVELOPMENT STRATEGIC PLAN INTEGRATION January - July 2001 July 2001 November - December 2001 January 18, 2002 Ongoing September - October2001

  12. Problem Solving Appreciative Inquiry “Felt Need” Identification of Problem Appreciating Valuing the Best of “What is” Envisioning “What Might Be” Analysis of Causes Analysis of Possible Solutions Dialoguing “What Should Be” Action Planning (Treatment) Innovating “What Will Be” Basic Assumption: Organizing is a Problem to be Solved Basic Assumption: Organizing is a Mystery to be Embraced Appreciative Inquiry Source: Cooperrider and Srivastva (1987) *Appreciative Inquiry Into Organizational Life” in Research in Organizational Change and Development, Pasmore and Woodman (eds) Vol.1, JAI Press.

  13. Many Voices: Team Values In total 371 employees were interviewed from all areas of the enterprise: Store & Dealer Level (includes CTDA) 99 AJ Billes 15 Brampton Dist 44 CTFS & Burlington Office 78 EAP 5 Home Office 114 PartSource 12 Petroleum 4

  14. Statement of Purpose WE ARE A PROUD CANADIAN FAMILY We exist to serve and enrich the lives of our customers, our shareholders, our team and our community. Vision We are a growing, innovative network of interrelated businesses, achieving extraordinary results through extraordinary people. We touch the lives of more people in more ways every day. Team Values We are learners…who thrive in a challenging, fast-paced environment. We are committed…to operate with honesty, integrity and respect. We are owners…with a passion to continuously improve. We are driven...to help customers achieve their goals. We are accountable…to ourselves and each other. We are leaders…who perform with heart.

  15. Leadership Expectations: Background • Leadership Development identified as key priority following strategic plan and purpose/vision/values statement completion • Interviews conducted with officers, senior leaders and dealers last May to understand current state, readiness and critical success factors • Benchmarking completed reviewing key leadership attributes in expert models and best practice companies • Developed leadership model with four categories: personal, team, business and enterprise • Refined model through Dealer workshops focused on redeveloping the dealer selection and training process • Sub-committee developed final statement

  16. Average for 12 Firms with Performance- Enhancing Cultures (%) Average for 20 Firms without Performance- Enhancing Cultures (%) Revenue Growth 682 166 Employment Growth 282 36 Stock Price Growth 901 74 Tax Base (Net Income) Growth 756 1 Return on Investment Corporate Culture and Performance (p. 78) by John P. Kotter and James L. Heskett

  17. Performance Enhancing Cultures Top Management’s Actions • Clearly differentiate adaptive values and behaviors from more specific practices; do not allow specific practices to ossify • Communicate endlessly about core values and behaviors • Make customers, employees and shareholders the top priority Performance Enhancing Culture • Values leadership and the capacity to produce change at multiple levels in the hierarchy

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