Services
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Culture Change Model -
Culture Mapping Culture
mapping is based on The Ryder Self Group proprietary product PACE©
which identifies four cultures that exist in all organisations.
The Ryder Self Group PACE©
Culture Model
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Partnership
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Focus on
people, teamwork, cooperation,
consensus, supportive work environment, caring |
Administration
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Focus on
stability, procedures, processes, rules, analysis, measures,
controls, systems, avoiding risks, reliability, consistency,
efficiency, cost conscious, valuing the past |
Commercial
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Focus on
performance, results, achievement, responsiveness, individuals,
competitiveness, effectiveness |
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Focus on
ideas, new ways of doing things, creativity, innovation, fun,
flexibility, taking risks, change, growth, challenges, the future |
We
assess the degree to which each of these four cultures exist to provide
the organisation with a culture profile identifying the following 3
aspects:
Current culture
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Employee views of ‘how
things are done around here’ based on current behaviours, beliefs and values. |
Preferred culture
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How employees would prefer
the organisation to be in terms of what it values and expects. |
Ideal culture
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How the organisation should
be to meet customer and stakeholder needs and expectations.
This is derived through interpreting expectations from
customer or stakeholder research.
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These
assessments then guide the framework for developing the Culture Change
strategy. The actual detail
of the Culture Change program is developed with employees with the output
being the Change Map for the
organisation.
Employee
Satisfaction and Morale
As an organisation is
undergoing change it is important to understand employee attitudes and the
impact on employee satisfaction and morale.
We assess:
This will assist in determining how challenging
cultural change implementation will be.
Both
rational and emotive measures are used to assess employee attitudes.
The rational measure is based on ‘gap analysis’ ie. the gap
between employees’ expectations
of what is important to them in terms of their job and work
environment, and their perceptions of the organisation’s performance
in meeting those expectations. The
emotive measure is based on ‘gut feel’ questions.
Drivers of employee satisfaction are then identified through
correlating rational and emotive measures.
Typical areas for
assessment, say in an employee survey are:
Results are
ranked and weighted by what is important from the employees’ point of
view. An overall score is
presented as an Employee
Satisfaction Index reflecting those things which are most important
and which have the greatest impact on satisfaction.
Results are
prioritised using the Priority
Issues Matrix to identify those issues which are most important and
with the greatest performance gaps.
The
Priority Issues Matrix, which is an output of gap analysis, allows issues
to be quickly identified for action and implementation, in priority order,
and is ideal for Managers and staff to easily identify issues for
improvement and incorporate into Strategic and Business Plans.
These can be
correlated with Customer Satisfaction results to identify the impact of
Employee Satisfaction and Morale on Customer Satisfaction and vice versa.
Qualitative
comments are captured for greater insights into the meaning of the
information.
The Employee Survey is a valuable communication
tool for cascading the results throughout the organisation and involving
employees in developing actions to address issues raised. We can facilitate these Action Planning workshops or train
internal facilitators.
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