从建立信任到提升绩效：快速成长企业文化变革

FromTrustBuildingtoPerformanceDrivenCultureShiftinFastGrowingGlobalBio-TechCompanyinChina从建立信任到提升绩效：快速成长企业文化变革PresentedbyReterXiaobeiSunDirector,HumanResources,ChinaDec.17,2004onHRMC2004-12-172ContentContent§Whatisorganization’sculture?§Whatisthecurrentcultureofyourorganization?§Linkingculture&performance----FourCulturalTraitswiththreemeasurableattributes§Shiftingtheculture§MakingProgress§Makingculturematter§LinkingHumanResourcesstrategywithbusinessstrategy§FromTrustBuildingtoPerformanceDrivenCulture:Genencor’sPractice§Q&A2004-12-173Whatisorganization’sculture?Intotal,aproductivecultureisthekeytomakinganorganizationefficientandeffective.Anorganizationleaderscreatetheculturethroughtheiractions,communications,andprograms.Ideally,thisculturerepresentsdeliberate,purposefuldecisionsmadebythoseleaders.2004-12-174Whatisthecurrentcultureofyourorganization?vTomovetheorganizationinnewdirectionsandtoengageeveryoneintheprocess,youmustfirstunderstandthecurrentcultureoftheorganization.üIsitateam-orientedworkplace?üDoeseveryonehaveaclearunderstandofthecompany’svision,valuesandstrategies?üAretheskillsneededtodeliverservicestodayinplace,andarenewskillsbeingdevelopedfortheorganizationtobesuccessfulinthefuture?2004-12-175Linkingculture&performance----FourCulturalTraitswiththreemeasurableattributesIn1999,shortlyafterwelcominganewCEO,thefamilyHealthCouncilofCentralPennsylvania,Inc.,inLancastertooktheDenisonCulturesurveytodeterminetheorganization’sstrengthsandweaknesses,ormorespecifically,tomeasureculturalattributesandconnectthemtoparticularperformancemeasures.Thesurveylooksatfourculturaltraits-mission,involvement,adaptabilityandconsistency-eachwiththreemeasurableattributes.2004-12-176Linkingculture&performance----FourCulturalTraitswiththreemeasurableattributesMissionMissionisthedegreetowhichtheorganizationanditsmembersknowwheretheyaregoing,howtheyintendtogetthere,andhoweachindividualcancontributetotheorganization’ssuccess.Attributes:vision,strategicdirection&intent,goals&objectives2004-12-177Linkingculture&performance----FourCulturalTraitswiththreemeasurableattributesInvolvementInvolvementisthedegreetowhichindividualsatalllevelsoftheorganizationareengagedinpursuitofthemissionandworkinacollaborativemannertofulfillorganizationalobjectives.Attributes:capabilitydevelopment,teamorientation,empowerment2004-12-178Linkingculture&performance----FourCulturalTraitswiththreemeasurableattributesAdaptabilityAdaptabilityistheabilityofthecompanytoscantheexternalenvironmentandrespondtotheever-changingneedsofitscustomersandotherstakeholders.Attributes:creatingchange,customerfocus,organizationallearning2004-12-179Linkingculture&performance----FourCulturalTraitswiththreemeasurableattributesConsistencyConsistencyistheorganization’scorevalueandtheinternalsystemsthatsupportproblemsolving,efficiencyandeffectivenessateverylevelandacrossorganizationalboundaries.Attributes:corevalues,agreement,coordination&integration2004-12-1710ShiftingtheculturevThesurveyresultsandstakeholdercontributionswereusedtoüClarifythecouncil’svisionüDraftasetofcorevaluesüEstablishstrategicgoalsüDevelopanannualworkplanthatconnectedeveryone’sworktothestrategyandvisionoftheorganizationAperformancereviewsystemthatincludedstandardjobresponsibilitieswasdeveloped,andeachemployeedevelopedspecificannualgoalsthatconnectedtotheorganization’smission.Communicationaboutthedirectionoftheorganizationwasprovidedateveryopportunity:staffmeetings,boardmeetings,brown-baglunches,teammeetingsandone-on-oneemployeediscussions.Teamworkwasemphasizedastheprimarymeansforgettingworkdome.2004-12-1711MakingProgressvThesurveywasconductedagaintomeasurethecouncil’sprogress.Itwouldbemisleadingtosaythateveryonewasexcitedaboutthiscourseofaction.üWouldtherebeanyimprovementatall?üWoulditbeminimal?üCouldthecouncilpossiblyscoreworsethanthefirsttime?üWillitdomoredamagethangoodiftheresultsarenotextremelypositive?Itseemedrisky,yethadtobedone.2004-12-1712MakingculturemattervCulturedoesmatter,andastrong,effectiveculturewilloutperformaweakcultureeverytime.vAskyourselfthefollowingquestions:üWhatareyoutryingtoachieveinyourorganization?üHowdoyouhopetogetthere?üWhatstrengthscanyoucapitalizeon?üWhatweaknessesarepreventingyoufromreachingandexceedingyourgoals?2004-12-1713LinkHRStrategywithbusinessstrategyHRStrategyPlanVision&ValueJob&CompetencyProfileCultureAnalysisGapAnalysisPotentialOutcomeSystemT&DCultureShiftRecruitmentOutplacementMonitorProgress2004-12-1714FromTrustBuildingtoPerformanceDrivenCulture:Genencor’sPracticevStage1–BuildorganizationculturewithtrustbuildingvStage2–ShiftculturefromtrustbuildingtolearningorganizationvStage3–BuildperformancedrivencultureGenencorInternational,Inc.()isadiversifiedbiotechnologycompanythatdevelopsanddeliversinnovativeproductsandservicesintothehealthcare,agri-processing,industrialandconsumermarkets.Usinganintegratedsetoftechnologyplatforms,Genencor’sproductsdeliverinnovativeandsustainablesolutionstoimprovethequalityoflife.Genencortracesitshistoryto1982andhasgrowntobecomealeadi