Developing a person-centred, values-based organisation.
The People and Culture Strategy is probably one of the most important documents in the modern organisation. It sets the tone for the kind of organisation that you want to be and it ensures that your vision and core values are articulated clearly. Your values then act as a golden thread upon which every other part of your organisation can function and succeed.
TCM’s expert consultants have extensive experience of supporting organisations as they develop their People and Culture Strategy. This includes: undertaking a people and strategy audit to gather baseline data and evidence to support the design of the strategy; defining your core organisational values; identifying your people priorities; prioritising equality, diversity and inclusion; developing values-based recruitment processes; engaging your employees and stakeholders in the design of the strategy; focusing on health, well-being and resilience; developing and embedding values-based leadership competencies; embedding a Resolution Policy™ to replace your discipline and grievance processes and creating the tools to help you to integrate and evaluate the strategy.
Our CEO, David Liddle, is currently writing his second book for the CIPD, ‘MANAGING CULTURE. A practical guide to a productive, engaged and harmonious workplace‘, which explores the benefits of the People and Culture Strategy. Published March 2020.
The blueprint to a successful organisation.
Your People and Culture Strategy is a roadmap to increased profitability, productivity, employee experience and customer satisfaction. The Strategy provides a blueprint for the kind of organisation you want to be.
If you want a more person centred and values-based organisation: where your rules and policies are less rigid; your employees are more engaged; your managers have the confidence, competence and courage to handle tough people issues; your HR team spend less time tied up in red tape; and your leaders model the right behaviours – then a People and Culture Strategy is the place to start. The Strategy can benefit organisations, whatever their existing culture might be:
The Strategy can build on an already successful culture. It can support you to move your organisation from good to great at pace.
The Strategy can support an organisation as it transforms its culture from risk averse with rigid procedures and autocratic management styles to flexible, empowering and engaging.
The People and Culture Strategy is not just about creating a great place to work and a great company to do business with. It is about creating a happier, healthier and more harmonious workplace in which your people can thrive and everyone has a direct stake in increased organisational success.
Your values. The golden thread within your organisation.
The TCM People and Culture Strategy uses your values as the golden thread upon which every other part of your organisation operates. By developing a person centred and values-based strategic narrative within your organisation, you are setting out plainly and clearly the type of culture and behaviours that you wish to see within your organisation. HR, managers and employees work collaboratively on the development, implementation and evaluation of the People and Culture Strategy. TCM are there to assist at every stage of the journey.
In some cases, The HR Department is rebranded to become the People and Culture Department with HR Advisers becoming People and Culture Advisers. Of course, the People and Culture Strategy requires senior leadership commitment to make it a reality. It also requires buy-in from all of your stakeholders. In this way, your values becomes a central part of your:
- Leadership and management competencies and behaviours.
- HR policies and procedures.
- Conflict resolution policies and practices.
- Employee wellbeing initiatives.
- Employee engagement and internal communications.
- Recruitment and talent management processes.
- Employee benefits, reward and motivation.
- Performance management and capability processes.
- Disciplinary processes.
- Customer experience.
- Corporate Social Responsibility (CSR).
An evidence based approach
Implementing a People and Culture Strategy is a substantial task which will require patience and fortitude – it is not for the faint of heart. However, the modern organisation requires modern ideas and progressive solutions. HR and leaders can no longer rely on the old way of doing things any more.
Designing and implementing a People and Culture Strategy is made substantially easier, and more sustainable, when it is based on a body of evidence and data which support the need for change. This is when the TCM People and Culture Audit™ can be invaluable.
The TCM People and Culture Audit™ comprises four key stages:
- Analysis of existing data such as employee engagement, attrition, health and wellbeing, grievances and disciplinaries etc.
- A People and Culture survey to a sample population.
- One to one interviews with key stakeholders.
- Focus groups and other observational research methods.
For larger organisations, we can undertake the People and Culture Audit as part of a wider People and Culture project team, or we can lead the entire process. For smaller organisations, TCM can undertake the entire audit or we can act as an external adviser whilst the audit is carried out internally.
Please call us on 0800 294 9787 for more details
How to develop a people and culture strategy.
Your People and Culture Strategy will take one to three years to become fully embedded across your organisation. TCM is there to support you at each step of the way. However, please be reassured that, as soon as you even begin talking about this within your organisation, you will begin to reap the rewards and the benefits.
The best way to explain this is for us to meet to talk it through. However, below is a simple overview of the six steps that TCM uses to create and integrate a successful People and Culture Strategy:
- Onsite meeting to scope the project and agree timescales, milestones and objectives. People an Culture working group is formed.
- People and Culture Audit with full stakeholder engagement.
- Draft People and Culture Strategy is developed, consulted on and approved by board.
- HR policies, employee handbook and leadership competencies reviewed.
- Roll out training as required for managers, HR, OH, unions etc
- Evaluation and ongoing reporting.
By the way, implementing a People and Culture Strategy will bring out the naysayers, the sceptics and the cynics in their droves. Retaining the status-quo is always the easiest option. Driving the change is the tough choice. Always listen to them and engage with them but whatever you do, don’t be put off by them.
It may not be a panacea (but it’s not far off).
A People and Culture Strategy is not a panacea but it is an important step in the creation of a productive, engaged and harmonious workplace. Here are just five benefits that your organisation will experience if it integrates a People and Culture Strategy:
- Align your HR function to the new CIPD HR Profession Map which is advocating a flexible and more empowering model of human resources, leadership and management.
- The opportunity to reduce the negative and corrosive impact of traditional disciplinary and grievance procedures.
- Increase the confidence, competence and courage of your managers to resolve tough people issues and to handle change effectively.
- Increase employee engagement, motivation and wellbeing by increasing ‘Flow’ and reducing the negative impact of poorly managed conflict and change (see 3 above).
- Improve your reputation and brand values as your employees, your customers and your suppliers regard you as an organisation which is driven by values with a passion for its people.
It’s worth adding that, with the combination of all of the above, your organisation could increase profitability and its ability to deliver its core vision and objectives.
David Liddle’s new book. Managing Conflict (CIPD/Kogan Page), provides a foundation for organisations who wish to develop a People and Culture Strategy. The book also contain toolkits and checklists to help you embed a culture of resolution across your organisation. It includes case studies from Tesco, Arcadia Group, The Metropolitan Police, Capgemini and many, many others.
‘This book provides everything that leaders and HR professionals need to build the case for a different approach to managing conflict. It provides real examples to show the benefits to the individual and the organisation of mediation plus practical tools to build skills. It is a full-on challenge to the HR function to change its role during conflict – from policing and process to dialogue and understanding. If you’ve witnessed the damage that conflict inflicts on individuals, teams and organisations and you want to learn about a better, top to bottom organisational response, this book will help you in so many ways.’ Debbie Sanders, head of employee relations, National Air Traffic Services (NATS).