Crear Una Cultura de Alto Impacto

Crear una
Cultura de
Alto Impacto
El cambio de personas a
procesos para maximizar
los resultados de cultura
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LA CULTURA GANA MAYOR IMPORTANCIA
Aumento de Escrutinio de Inversionistas
Porcentaje de Compañías Discutiendo Otras Tendencias de Inversionistas
Talento en las Llamadas con Accionistas 1. Las discusiones sobre talento
65% saltaron 7 puntos porcentuales en
61% la primera mitad 2017 (versus 2016)
2. La cultura es el tema de talento
más discutido en las llamadas con
55% accionistas, aumentando un 12%
anualmente.
3. Los inversionistas recientemente
46% pidieron al US SEC demandar más
45% rastreamiento de métricas de
2010 2011 2012 2013 2014 2015 2016 personas, incluyendo cultura.
Fuente: CEB analysis of earnings calls transcripts for S&P Global 1200 and S&P 400 Fuente: CEB analysis; http://ww2.cfo.com/people/2017/07/
MidCap indices. investors-to-sec-mandate-people-disclosures-human-capital/.
Aumento de Escrutinio de parte del Público
Como los Milenios

VW y la Maldición de La Importancia de ¿Puede Sobrevivir
Están Reorganizando
la Cultura Provincial la Cultura la Nueva Cultura
lo que es Importante
Corporativa de Corporativa para Tierna de Uber?
en la Cultura
Alemania el Éxito
Corporativa
3
NUESTRA DEFINICIÓN DE CULTURA
La Cultura y Su Relación con Otros Temas de Talento
La Cultura es el La cultura influencía cómo las

conjunto de organizaciones dediden articular su
normas de Propuesta de Valor de Empleo (EVP).
comportamiento
y reglas no Las percepciones públicas de cultura
escritas que pueden impactar la marca de una
moldean el organizacion.
ambiente
organizacional, y La cultura debe ser reflejada en los
cómo los valores claves de la organizacion.
individuos actúan
para cumplir el
trabajo en ese
El compromiso y la cultura dependen el uno
ambiente. del otro.
Fuente: Análisis de CEB.
4
LAS ORGANIZACIONES INVIERTEN FUERTEMENTE
EN LA CULTURA
Los CEOs Aumentan su Enfoque Sobre la Gestión de Cultura
79%
de los CEOs
dependen en los
América Latina | 74%
CHROs para
ejecutar iniciativas
de cultura
n = 190 líderes de RR. HH.

Fuente: Estudio benchmarking de CEB en 2017 sobre cultura.
Estimación Conservador de los Costos Asociados a Gestionar la Cultura
Actividad de Gestión de Cultura Estim. Costo por Empleado

Proyectos de transformación de cultura USD $298
Actividades de RR. HH. asociadas a cultura USD $185
Actividades no-RR. HH. asociadas a cultura
USD $92
(ej., comunicaciones corporativas
Tiempo gastado por empleados en cultura USD $660 (20 horas/año)
Tiempo gastado por líderes y gerentes en cultura USD $977 (74 horas/año)
Estimación de gasto anual por empleado en cultura USD $2.212
5
LA MAYORÍA INVIERTE EN ESTRATEGIAS CENTRADAS
EN LAS PERSONAS
Cambiar la Gente que Tenemos Cambiar la Gente que Traemos
Obtener la aprobación para la cultura de Ir hacia afuerta para encontrar personas

entre la gente dentro de la organización que encajan con la cultura que
para mejorar sus habilidades. necesitamos.
Las actividades incluyen: Las actividades incluyen:

■ Entrenar a los líderes a modelar la ■ Induccion en la cultura para los nuevos
cultura (84%) contratados (82%)
■ Comunicar la cultura por medio de ■ Reclutar para encaje cultural (81%)
líderes y gerentes (82%) ■ Despedir a los empleados que persisten
■ Medir la satisfacción de los empleados

en la violación de la cultura (53%)
con la cultura (82%)
© 2017 Gartner, Inc. and/or its affiliates. All rights reserved. CLC174150 6
A PESAR DE LA INVERSIÓN, POCOS VEN RESULTADOS
Porcentaje de líderes de RR. HH. que está
de acuerdo que su organización tiene la
cultura que necesita
"Esto es solamente nuestro último
esfuerzo para fortalecer nuestra cultura.
Solo el 31% Hemos invertido en todo, desde
de los líderes de RR. consultores externos hasta capacitación
HH. está de acuerdo de empleados. Pero cuando miramos
que tienen la cultura dónde estabamos previos a estos
que necesitan para esfuerzos y dónde nuestra cultura esta
ahora, es como si nada hubiera ocurrido,
impulsar el
y estamos nuevamente en cero.”
desempeño futuro
del negocio VP de RR. HH., Organización de Energía

Fuente: CEB 2017 Future of HR Agenda Poll.
Con todo este enfoque e inversión, ¿por qué no tenemos la cultura que requerimos?
PREPARARSE PARA LAS CONVERSACIONES DE
CULTURA CON EL CEO
Preguntas claves sobre cultura que los CHROs están trabajando con sus equipos
¿Por qué no tenemos la cultura que requerimos?
1 2 3
¿Será que algunos ¿Cuál es la cultura ¿Por qué no

tipos de cultura son apropiada para demuestran los
simplemente mejores nosotros? empleados la cultura
que otros? que necesitamos?
Why don’t we have the culture we need?
1 2 3
Why are
Are some types
employees not
of cultures simply What culture
demonstrating
better than is right for us?
the culture that
others?
we need?
LA INVESTIGACIÓN DE LA CULTURA ORGANIZACIONAL
Nuestro Proceso de Investigación
Investigación Cualitativa Investigación Cuantitativa
Entrevistamos lideres de RR. HH. en más de Reunimos datos de encuesta de casi 200
100 organizaciones a nivel global para líderes de RR.HH. y más de 7.500 empleados
entender sus desafíos, y para identificar de todos los niveles para identificar desafíos
prácticas y soluciones que pueden aplicarse claves, y para encontrar soluciones que logren
en otras organizaciones. resultados efectivos de cultura.
Lista parcial de organizaciones partícipes Perspectiva Nivel Organización

■■ Definir y Gestionar Cultura
■■ Medir Cultura
■■ Instalar Cultura
■■ Transformaciones de Cultura
■■ Resultados de Talento y Negocio
Perspectiva Nivel Empleado

■■ Conocimiento de Cultura Deseada
■■ Métodos de Instalar Cultura
■■ Comunicar la Cultura Deseada
■■ Accountability
■■ Barreras a la Cultura
1. NO EXISTE UNA CULTURA "CORRECTA"
Ningún Solo Atributo Cultural Consistentemente Supera Otros Atributos
Rango de desempeño organizacional sobre metas de ingresos por atributo cultural
Metas
No encontramos
Superadas
ninguna correlación
significativa para
estos (u otros)
atributos adicionales:
Enfoque en cliente
Contra las Metas
■■
Energía
Desempeño
de Ingresos
■■
Desempeño ■■ Espiritu
Promedio de
emprendedor
Todas las
Organizaciones
■■ Honestidad
■■ Integridad
■■ Liderazgo
■■ Pasión
■■ Respeto
■■ Orientación a
Metas No resultados
Logradas ■■ Seguridad
Énfasis en el Énfasis en la Énfasis en la ■ Transparencia
Desempeño Colaboración Innovación ■ Confianza
Fuente: CEB 2017 Culture Benchmarking Survey
Cómo interpretar
esta página
75th Percentil
Implicación
La Media
Ningun tipo cultural es un predictor consistente del desempeño organizacional. 25th Percentil
2. LA MAYORÍA SABE CUAL ES LA CULTURA REQUERIDA
Porcentaje de Líderes de RR.HH. con Confianza de que Su
Organización Puede Definir la Cultura que Necesita
70%
de líderes de
RR.HH. manifiesta
confianza de que
su organización
puede definir la
cultura que se
requiere
n = 106 líderes de RR.HH.
Fuente: CEB 2017 Future of HR Agenda Poll.
¿Necesita ayuda para determinar cuál cultura es apropiada para usted?

CEB Ignition™ Guide para Identificar la Cultura Organizacional Que
Apoya Su Estrategia -- ¡Disponible en la Brevedad!
3. TRES BRECHAS IMPIDEN A LOS EMPLEADOS EN
ADOPTAR LA CULTURA NECESARIA
31%
de los líderes de RH “Desde de fusión, nadie tiene
Brecha de certeza de cual debiera ser la
reporta una fuerte
Conocimiento nueva cultura."
concientización del
empleado acerca de
la cultura deseada
13% “Hemos intentado cambiar

Brecha de
de los líderes de RH nuestra cultura tantas veces, y
Forma de
reporta una fuerte ahora los empleados se muestran
creencia del empleado Pensar
escépticos que la cultura importa
acerca de la cultura (Mindset)
para su trabajo día en día."
deseada
América Latina| 18%
10% “Los empleados entienden lo que

de los líderes de RH estamos intentando hacer, pero
Brecha de
reporta fuertes
Comportamiento aún no hacen lo que necesitamos
comportamientos de
empleados relacionados que hagan."
a la cultura deseada
n = 190 líderes de RR.H...

Fuente: CEB 2017 Encuesta Benchmarking de Cultura.
© 2017 Gartner, Inc. and/or its affiliates. All rights reserved. HRLC174169 12
LA ESTRATEGIA DE CULTURA DEBE OPTIMZAR LAS TRES
Cerrando una brecha solo no tiene impacto significativo sobre las metas de ingresos
Impacto de cada estrategia en el El cerrar tan solo una

logro de las metas de ingresos brecha no cierra los tres
Con el Conocimiento solamente…

Mejorar
Ningún Impacto Significativo
■La cultura existe como una idea en la
tan solo el
Conocimiento organización, pero la fuerza laboral
no cree ni actúa sobre la cultura.
Con la Forma de Pensar solamente…

Mejorar
tan solo la Ningún Impacto Significativo
■Los empleados se comprometen a lo que
Forma de Pensar piensan ser la cultura, pero sin realmente
entenderla ni actuar sobre ella.
Con el Comportamiento solamente…

Mejorar
Ningún Impacto Significativo
■Las acciones de los empleados están
tan solo el
Comporamiento alineadas con la cultura, pero no la
entienden ni creen en ella.
Mejorar Implicación
Conocimiento,
9% No intentar mejorar el conocimiento, forma
Forma de Pensar,
y Comportamiento de pensar, y comportamiento de manera
individual; se debe invertir en los procesos
que mejoran los tres simultáneamente.
LA ESTRATEGIA DE CULTURA DEBE CENTRARSE EN
TODOS LOS EMPLEADOS
Un Cuento de Dos Organizaciones
Organización 1 Organización 2
Conocimiento,
Forma de Pensar, y Por encima del benchmark en los tres Por encima del benchmark en los tres
Comportamiento
Dispersióna Bajo Alto
(Empleados tienen (Conocimientos,
similar conocimientos, formas de pensar, y
formas de pensar y comportamientos
comportamientos.) varían grandemente
entre empleados.)
del Empleado
Resultados 12% Declive

Desempeño
Organización 1 Organización 2
n = 7.502 empleados.
Fuente: CEB 2017 Culture Workforce Survey.
a
La dispersión se refiere a cuanta variabilidad existe entre empleados con respecto al conocimiento, forma de pensar, y comportamiento relevante a la cultura.
Implicación
La estrategia de cultura debe centrarse sobre los procesos y sistemas que impactan
todos los empleados, no solamente algunos segmentos en particular.
DEFINIR UNA CULTURA DE ALTO IMPACTO
Modelo de Alineamiento de Fuerza Laboral-Cultura (FLC)
Conocimiento Forma de Pensar Comportamiento
Los empleados Los empleados Los empleados

conocen cuales son creen que la cultura incorporan la
los atributos hará que la cultura dentro de Alineamiento de
culturales que los x organización sea x su trabajo diario y =
Fuerza Laboral-
líderes senior mas exitosa y están confian en ella Cultura (FLC)
piensan son las que personalmente para guiarles a lo
la organización comprometidos a largo de
necesita para ser apoyarla. situaciones
exitosa en el futuro. desconocidas.
Resultados de Negocioa
Impacto 9% 8% 22% 16%

hasta un... Desmpeño Desempeño Desempeño Resultados
contra metas contra metas de los reputacionales
de ingresos de gestión de empleados
talento
DEFINIR UNA ESTRATEGIA DE CULTURA BASADA
EN PROCESOS
Análisis de Causa Raíz Revela Tres Temas a lo Largo de los Componentes FLC
¿Por qué no demuestran los empleados la cultura que necesitamos?
Factores de Conocimiento Factores de Forma de Pensar Factores Comportamentales
Desafíos de Barreras de Barreras

Desafíos de Desafíos de Desafíos
Capacitación Capacidades Organiza-
Comunicación Relevancia Motivacionales
y Desarrollo de Empleados cionales
Tres Tematicas Comunes Emergen como Desafíos a lo Largo del Análisis de Causa Raíz
1. Cómo las organizaciones miden y entienden la cultura (22% de las causas raices)
2. Cómo los empleados aplican la cultura en el día-en-día (42% de las causas raices)
3. Cómo los lideres impactan la cultura en sus organizaciones (22% de las causas raices)
Otras Causas (15% de las causas raices)
1. POCAS ORGANIZACIONES ENTIENDEN LA CULTURA
Pocos líderes de RR.HH. confían en Elementos Claves de Medición que
que sus organizaciones entienden la Impactan la Confianza de los Líderes
cultura de RR.HH.
10%
de líderes de 1. Calidad de datos sobre cultura
RR.HH. tienen
confianza
2. Frecuencia de datos de cultura
América Latina |
13%
3. Interpretación de datos de cultura
Un fuerte …facilita la acción. Organizaciones con un fuerte entendimiento de

entendimiento cultura pueden:
de la cultura…
■ Diagnosticar con precisión la cultura actual
■ Identificar barreras que bloquen la cultura
■ Mantener líderes accountable para fomentar cultura
■ Anticipar e implementar un cambio de cultura
Implicaciones
1. RR.HH debe cambiar el tipo de datos de cultura reunidas y la frecuencia de su colección.
2. RR.HH debe cambiar los stakeholders involucrados en interpretación de datos de cultura.
2. LOS EMPLEADOS NO PUEDEN OPERAZIONALIZAR
LA CULTURA
Existen Dos Barreras Que Limitan el Impacto de la Cultura en el Trabajo Diario
Barrera de Traducción Barrera de Tensiones
74% 77%
de los empleados de los empleados
son incapaces de regularmente se
adaptar la cultura enfrentan con tensiones
hacia su propio culturales que no saben
contexto específico cómo abordar

16% impacto sobre el FLC
cuando los empleados
pueden hacer las dos cosas.
n = 7.502 employees.
Implicaciones
1. RR.HH. debe rediseñar los procesos de comunicación para empoderar a los empleados
a traducir su la cultura para su propio contexto.
2. RR.HH. debe desarrollar herramientas y capacitaciones para ayudar a los empleados a
gestionar las tensiones en su trabajo día-en-día.
3. LOS LIDERES NO ESTÁN DIRIGIENDO LA CULTURA
¿Como debe ser el buen modelaje por parte de los líderes?
1 2 3
“Decir” “Comportarse” “Operar”

Los líderes El Los líderes gestionan
comunican la comportamiento los procesos de
importancia de los líderes es negocio en base a la
de la cultura consistente con cultura (ej., presu-
la cultura puestos, plantilla,
estructura, pólizas)
Porcentaje de
organizaciones en
donde los líderes 83% 29% 19%
consistentemente
hacen cada actividad
Impacto sobre el
alineamiento fuerza 1% 5% 18%
laboral-cultura
n = 7.502 empleados; 190 lídres de RR.HH.

Fuente: CEB 2017 Culture Workforce Survey; CEB 2017 Culture Benchmarking Survey.
Implicaciones
1. Las organizaciones deben cambiar como capacitan, hacen coaching, e incentivan a los
líderes a impulsar la cultura.
2. Los líderes deben revisar los procesos de las unidades de negocio y los presupuestos
para identificar las áreas de mal alineamiento cultural y ajustar como sea necesario.
TRES CAMBIOS PARA MEJORAR EL FLC
Desde un Enfoque en Personas a un Enfoque en Procesos
La estrategia debe
Estrategia de mejorar todos los Estrategia de
cultura centrada componentes del cultura centrada
en personas FLC para todos los en procesos
empleados
Periodicamente reunir e Traer a la superficie

interpretar los insumos inteligencia cultural
Entender la
sobre la satisfacción de I accionable por medio
Cultura
los empleados con la de análisis liderado
cultura. por los empleados
Ayudar a los Comunicar el "qué" y el Equipar a los

Empleados a "cómo" de la cultura empleados para
II
Operacionalizar para comprometer a los aplicar el "qué" de la
la Cultura empleados con ella cultura en su trabajo
diario.
Capacitar a los lideres a Requerir que los

Maximizar el
personalmente modelar líderes diseñen
Impacto del III
los comportamientos procesos que
Líder
deseados apoyen a la cultura.
CREAR UNA CULTURA DE ALTO IMPACTO
I. II. III.
Entender la Cultura Operacionalizar la Cultura Maximizar el Impacto del Líder
Traer a la superficie
Equipar a los empleados Expandir el rol del líder para
inteligencia cultural accionable
para aplicar el "que" de la incluir el rediseño de los
por medio de análisis liderado
cultura en sus trabajo diario procesos que apoyen la cultura
por los empleados
Monitorear la Cultura Definida por Planificación de Acción

Cultura en el Equipo de Cultura Gestionado
Tiempo Real por Líderes
Gestion de las Equipo de "Maximizar

Periodismo Cultural
Tensiones Culturales el Impacto de
Cultura"
Equipos de "Consejo Cultura de

Cultural" Accountability de
Personalizados Apuestas Fuertes
Equipos de
"Momentos Que Importan"
Cambio
Cultural Viral
Resumen
1 La mayoría de las organizaciones invierten substancialmente en gestión y

transformación de cultura. La organización promedia gasta más de USD
$2.000 por empleado en actividades relacionadas a gestión de cultura.
2 La mayoría de las estrategias de gestión de cultura se centran en las personas. Se

centran en: a) Cambiar las personas que tienen (ej, crear compromiso para la
cultura deseada), o b) Cambiar la gente que traen a la organización (ej., contratar
para el encaje cultural).
3 A pesar de sus inversiones, solo 3 de 10 líderes de RR.HH. confían que su
organización tiene la cultura que requieren para impulsar el futuro
desempeño organizacional.
4 La resolución de este problema no se trata de escoger la cultura "apropiada."
El enfatizar un atributo estratégicamente importante en particular (ej., la
colaboración) no es garantía que la organización logrará sus metas
financieras. Similarlmente, la mayoría de las organizaciones (70%) sabe cual
es el tipo de cultura que necesita en base a su estrategia de negocio.
5 Mejor, las organizaciones deben centrarse en maximizar el alineamiento de Fuerza

Laboral-Cultura (FLC), lo cual mide el grado en que la fuerza laboral tiene:
■■ Conocimiento de la cultura deseada,
■■ Forma de pensar que la cultura deseada es la cultura que se debe perseguir, y
■■ Comportamientos que se alinean con esa cultura.
I. II. III.
por los empleados

Cultura en el Equipo de Cultura Gestionada
Periodismo Cultural Gestión de las Equipo de "Maximizar

Cultura"
Equipos de "Consejo
Cultural" Cultura de
Personalizados Accountability de
Apuestas Fuertes
Equipos de
Cambio
Cultural Viral
ENTENDER LA CULTURA ES UNA TAREA GRANDE
Las organizaciones necesitan entender cinco elementos claves de la cultura
para maximizar WCA
Entendimiento
Sólo el 10% de los líderes de RH están de de la Cultura
acuerdo en que sus organizaciones
entienden los cinco elementos de la cultura.
5
El progreso de los
cambios en la cultura
4
Aspectos culturales a cambiar
o que deben evolucionar
3
Brecha entre la cultura
actual y la deseada
2
Cuan variada o
diversa es la cultura
1
Estado actual de
la cultura
Fuente: CEB analysis.
24
© 2017 Gartner, Inc. and/or its affiliates. All rights reserved. CLC174395
MÉTODO DE MEDICIÓN TÍPICO DE LA CULTURA
Reunir periódicamente datos Interpretar datos y
sobre la satisfacción con la cultura crear narraciones
82% 79%
de las Organizaciones de las Organizaciones les
Recolectan Datos Sobre Piden a sus CHROs o
Cultura de Lideres, Lidres Senior Que
Gerentes y Empleados Interpreten los Datos
Sobre Cultura
n = 190 HR leaders.
Fuente: 2017 Culture Benchmarking Survey.
Las organizaciones más comúnmente utilizan
compromiso (82%) y rotacion (61%) como
métricas para medir la satisfacción cultural
n = 190 HR leaders.
“Mi trabajo como Director de RH es que

nuestro CEO este listo para contar una
85% historia interesante sobre nuestra cultura
de las organizaciones cuando se lo solicite la Junta Directiva o
evalúan su cultura una vez al
año o menos los Inversores"
CHRO
Organizacion de Retail
n = 190 HR leaders.
25
¿POR QUÉ NO TENEMOS LO QUE NECESITAMOS?
Tres limitaciones de un acercamiento dirigido por RH y focalizado en la satisfacción
Reunir periódicamente datos sobre la Interpretar datos y

satisfacción con la cultura crear narraciones
Información Información Información

insuficiente desactulizada fácil de mal interpretar
“Tengo mis datos de la “Mis datos de la “No tengo visibilidad

encuesta de encuesta son de hace del trabajo cotidiano
compromiso, pero no meses. No estoy de los empleados, por
sé cómo se relaciona seguro de que sea lo que es imposible
realmente con nuestra relevante…” saber qué está
cultura…” causando estos
números…”
26
RE-ESTRUCTURACIÓN DE LOS PROCESOS DE
MEDICIÓN DE LA CULTURA
Medición
Reunir periódicamente datos Interpretar
Dirigida por RH
sobre la satisfacción con la cultura datos y crear
y Focalizada en
narraciones
la Satisfacción
Diagnóstico Involucrar a los

Cultural Dirigido Monitorear cómo los empleados empleados en la
por los experimentan la cultura interpretación de la
Empleados cultura
Actualizar los métodos de recolección Empoderar a los empleados

de información cultural para captar las para interpretar el aporte
experiencias cotidianas de la cultura cultural y comunicar los
hallazgos a los líderes Senior
27
CENTRARSE EN LA EXPERIENCIA, NO EN
LA SATISFACCIÓN
Las mejores organizaciones diagnostican cómo los empleados experimentan la cultura
Máximo impacto en la confianza de los líderes de Recursos Humanos en la
comprensión de su cultura
Las medidas de satisfacción como el Diagnosticar cómo y cuándo los
compromiso y la rotación son valiosas empleados experimentan la cultura
para rastrear, pero sólo dan a las construye las conciencia que las
organizaciones señales de alto nivel de lo organizaciones necesitan para administrar
que está sucediendo en sus culturas con éxito la cultura.
12% 11%
6%
± Sin impacto
significativo
0%
Medir la satisfaccion de Diagnosticar como los
los empleados empleados experimentan
con la cultura la cultura
Preguntas ■ ¿Recomendaría esto como un gran ■ ¿Cómo le afecta la cultura en el día

de lugar para trabajar? a día?
¿En qué medida está de acuerdo en ¿Qué se interpone en su manera de
Ejemplo ■ ■
que se trata de un entorno de trabajo vivir la cultura?

colaborativo? ■ ¿Qué hace usted / su gerente para
■ ¿En qué medida la cultura promulgar y llevar adelante la
organizacional contribuyó a su decisión cultura?
de abandonar la organización?
n = 190 HR leaders.
28
29
INVOLUCRAR A LOS QUE CONOCEN MEJOR LA CULTURA

¿Por qué las organizaciones luchan por obtener información e interpretación de
aquellos que conocen mejor la cultura?
1 2 3
Confianza en los Líderes Distancia entre Empleados Calidad del Feedback
La falta de confianza en La distancia entre los Las fuentes tradicionales
los líderes impide el flujo empleados que de retroalimentación son
ascendente de proporcionan feedback y limitadas por las preguntas
información. los líderes que la que la organización elige
interpretan hace que los hacer y no dejan mucho
datos de la cultura tiendan espacio para el contexto, el
a una mala interpretación matiz o la aclaración.
"Si planteo esta ¿Falta de colaboración? "Sigo recibiendo

preocupación, mi jefe va Eso no puede estar bien, preguntas sobre nuestra
a pensar que me estoy acabo de invertir en capacidad para innovar.
quejando y como la nuevas tecnologías de Pero el verdadero
última vez, no llevará a comunicaciones y problema es ... "
ninguna acción. Debería soluciones espaciales. No
no decir nada." hay necesidad de
centrarse en esto de
nuevo. "
© 2017 Gartner, Inc. and/or its affiliates. All rights reserved. CLC174395 Fuente: Análisis de CEB.
EXPERIMENTOS PARA ENTENDER LA CULTURA
Métodos utilizados para monitorear la experiencia del empleado
Swedish Startup
Hub Experiments
with ‘Microchipping’
Employees
Microchipping de
Data Mining Empleados altamente
Encuestas de 29% de las experimental; usado
Salida organizaciones solamente para
usadas por el 64% planean invertir in automatizar acceso a
de organizaciones analiticas de textos. edificios y pagosd
Menos Más
Experimental Experimental
Encuestas de Encuestas de Etiquetas
Compromiso Pulso usadas Sociometricas
usadas por el por el 50% de usadas por el 3%
82% de organizaciones de organizationsbc
organizacionesa
The Coming Age

Is the Annual Survey of Employee-Monitoring
Past Its Expiration Tech
Date?
a
n = 190 HR leaders; Source: CEB 2017 Culture Benchmarking Survey.
b
https://www.cebglobal.com/member/corporate-leadership-council/research/report/17/the-talent-analytics-innovations-
bullseye.html
c
Por favor ver el apendice para mas informacion .
d
https://www.cebglobal.com/talentdaily/swedish-startup-hub-experiments-with-microchipping-employees/
30
EXPERIMENTO CULTURAL DE ESCUCHA DE UNILEVER
El Equipo de Analíticas de RH de Unilever Usa Prácticas de Marketing para
Monitorear la Cultura
Dos pantallas cuelgan en la oficina del “No estamos hablando sólo de cómo la
CHRO, exhibiendo datos de cultura y cultura transforma la empresa; estamos
datos sobre tendencias externas que al frente de las tendencias y estamos
pueden impactar a Unilever y su generando una diferencia"
cultura.
Leena Nair, Unilever CHRO
Fuente: Unilever; Análisis de CEB.
31
La Necesidad del Negocio Conservando la

Confianza de los
En el marco de su Plan de Vida Sustentable, Unilever apunta a Empleados
servir mejor al medio ambiente, a los clientes y a los Unilever sólo
empleados; sin embargo, lucharon para reunir feedback de los accede a los
empleados lo suficientemente rápido para actuar sobre ella. datos con
permiso del
empleado o
La Estrategia
sobre lo que los
Unilever aplica el Marketing de escucha de los consumidores empleados
para obtener feedback de la cultura por los empleados más publican en
rápidamente para obtener una mejor visión de sus comentarios. canales abiertos
a toda la
organización o
La Solución canales externos
Utilizando data mining y analíticas de texto, los líderes de RH

monitoran la cultura, y tendencias que pueden afectarla, como:
Percepción del público sobre la gestión del talento en
Unilever
Tendencias de talento que afectan o reieran a Unilever, y
Tendencias empresariales y de RR.HH.
32
El Equipo de Analíticas de Talento de Unilver Utiliza tecnología de escucha activa
en tiempo real para entender la cultura de la empresa y el Impacto de las
tendencias globales.
1 2 3
Obtener Datos Analizar Interpretar y Actuar
Discuciones internas públicas Analíticas de talento: Tablero de análisis de las

ideas de los empleados:
Realiza análisis de
Chat de Salesforce
■
■
sentimientos y tendencias ■ Usa la tecnología de
■ Comentarios de Intranet basado en texto abierto, marketing para mostrar las
tendencias de una manera
■ Encuestas de texto libre
■ Combina datos de todas accionable,
Tendencias Globals las fuentes en una historia ■
Facilita el establecimiento de
Externas: más amplia y, conexiones entre las
■ Twitter tendencias de los empleados
■ Alertas de noticias de
■ Genera algoritmos para y las externas (de mercado,
Google determinar aspectos social, geopolítico) y
■ Palabras claves de
específicos de la ■ Permite a los líderes
búsquedas en experiencia del empleado personalizar las
contenido público de que moviliza emociones intervenciones basadas en el
la web feedback de los empleados
33
LECCIONES DEL EXPERIMENTO CULTURAL DE ESCUCHA
Tres oportunidades surgieron de los primeros seis meses de esta práctica
Utilizan la tecnología para

encontrar conexiones entre
las tendencias externas y la #Change #Growth #LifeAtUnilever
experiencia del empleado
Pueden reaccionar en
tiempo real a grandes
acontecimientos internos o
externos que pueden
impactar la cultura
La escucha continua
también permite a RH
supervisar las tendencias
persistentes y los cambios
en la experiencia del
empleado
34
SIGUIENTES PASOS PARA LA CULTURA DE
ESCUCHAR
Objetivos para la Iniciativa Cultural de Escuchar de Unilever
2017 2018 2019
■ Explorar y ampliar las ■ Desarrollar un ■ Identificar brechas

capacidades de las calendario predictivo entre la marca del
herramientas de para identificar empleador y la
escucha cultural. momentos claves experiencia del
■ Adaptar las recurrentes en la empleado.
comunicaciones experiencia del ■ Alinear la experiencia
organizacionales para empleado. del empleado con la
abordar el sentimiento ■ Lanzar intervenciones marca del empleador.
de los empleados. con vistas a futuro para
■ Agregar descargos de mejorar momentos
responsabilidad a clave.
encuestas que ■ Controlar el ROI de las
expliquen cómo se intervenciones
analizarán los datos existentes. Fuente: Unilever; Análisis de CEB.
35
m
d EL CAMINO DE PAYPAL AL PERIODISMO CULTURAL
n
d Objetivos
Diagnosticar la Cultura Actual

y “Una vez que anotamos nuestra misión, visión y valores en papel
como parte del ejercicio del equipo de liderazgo, no queríamos
e asumir que sería inmediatamente comprendido y aceptado.
Inicialmente nos dimos cuenta que necesitabamos determinar
017 cuál es la cultura actual para entender lo que necesitabamos
l dejar atras, lo que queríamos mantener y lo que debemos crear."
ent Aumentar la Propiedad de los Empleados

an “Tambien queríamos asegurar de tener insumo dentro del proceso
y que todos se sintieran parte de la formacion de los valores en
s lugar de recibirlos en cascada. El director de cultura e inclusión en
ese momento lideró la tarea de identificar a los campeones de la
ure cultura y realmente movilizar ese movimiento. El mandato siempre
fue escuchar primero y documentar lo que es el estado actual."
e
Lo Que Hizo Paypal

ss 1. Nominar a empleados que desafiarán y retarán
ers
2. Pedirle a los campeones que escuchen y evalúen
3. Ayudar a los líderes a interactuar con, no solo consumir,
los resultados
Fuente: PayPal; Análisis de CEB
SITUACIÓN COMPONENTE 1 COMPONENTE 2 COMPONENTE 3
e
1. NOMINAR EMPLEADOS QUE DESAFIARÁN
PayPal eligió 55 campeones de cultura con
antiguedad diversa (de 6 meses a 13 años) y
roles diversos (asistente ejecutivo del VP
d del país).
e
o
Involucrar Líderes para Seleccionar Crear Defensores Proactivos de la Cultura

Empleados Adecuados y Establecer Confianza
“Hubo mucha participación de los líderes “Queríamos que fueran defensores—

para asegurar que las personas adecuadas personas proactivas que se esforzarían. Y
fueran seleccionadas. Primero le pedimos a eso es lo que obtuvimos...Todos decidieron
los líderes que pensaran en aquellas personas ser periodistas y ayudar a formar la cultura
que puedan hablar abiertamente y que se del futuro.”
sientan comodos participando. Confíamos en
ellos para identificar y nominar a las personas
que podrían contribuir.
Resultado: La participación de los líderes en el proceso de nominación estableció expectativas

desde el inicio que se esperaba retroalimentación audaz de los miembros de su propio equipo.
Fuente: PayPal; Análisis de CEB.
o
2. PEDIRLE A LOS CAMPEONES QUE ESCUCHEN Y
med
EVALÚEN
nd “Si ésta es nuestra misión, visión y nuestra cultura de valores que pretendemos tener, ¿qué tan
of
cercana o lejos de ella estamos?"
Mandato: Escuhar primero y documentar el estado actual.

er
one
s
Los campeones de …que va desde hacer …a cuestionarios que

cultura hacen su videos rápidos de iPhone... desarollan ellos mismos.
propio trabajo...
“Intencionalmente y deliberadamente no describimos los valores hasta el último detalle.

Hablamos de nuestro deseo de que cada local y equipo personalice este "último kilómetro",
siempre y cuando respeten los principios de los cuatro valores. Era muy importante para la gente
sentirse dueño y saber que podían contribuir en la formación de estos valores, en lugar de
simplemente adoptarlos como propios.
ar
ng, 3. AYUDAR A LOS LÍDERES A INTERACTUAR CON
LOS RESULTADOS
. Día 1: Los campeones de cultura se reunen en salas separadas para organizar sus hallazgos
160
Reunión de Líderes al Inicio de Año Reunión de Campeones de Cultura
e
Día 2: Los 160 líderes fueron "de gira" para experimentar lo que realmente era la
cultura, y para experimentar y digerir los hallazgos de los Campeones de Cultura.
“A través de ese esfuerzo, 160 Testimonio del Participante:

líderes reflexionaron sobre cuál “Cuando yo, como participante, tuve la oportunidad de verlo
era la brecha entre la cultura por primera vez, fue muy reveladora porque creo que los
actual y la deseada, e campeones de cultura fueron extremadamente honestos.
interiorizaron lo que tenían que Estaban capacitados para mostrar lo bueno, lo malo y lo
hacer para ejercer y acelerar el feo. Y fue un momento revelador porque estaba
cambio. Así, 55 campeones de reflexionando sobre como se ve la cultura a lo largo de
cultura crearon 160 nuevos nuestras ubicaciones."
campeones de cultura ese día ".
ENTENDER LA CULTURA
Resumen de Hallazgos Claves
1 A pesar de la fuerte inversión en medición de cultura, la mayoría de las organizaciones

se esfuerzan para entender los aspectos claves de su cultura.
2 Los esfuerzos actuales para medir la cultura tipicamente fracasan por tres desafios claves:
■■ Insuficientes Datos: La mayoría de las organizaciones confian en métricas de
satisfacción (ej., compromiso y rotación) para medir la cultura, y así fracasando en
poder capturar como se hace el trabajo en el día-en-día.
■■ Datos Anticuados: La mayoría de las organizaciones reune datos de cultura una vez
por año o menos frecuentemente, y así limitando su relevancia para le realidad de
los empleados.
■■ Fácil de Malinterpretar los Datos: Ya que los líderes de RH y del negocio no están
involucrados con el trabajo diario de los empleados de forma cercana, su
interpretación de la medición de los datos de cultura a menudo es impreciso.
3 Las organizaciones deben mudar hacia un diagnóstico liderado por los empleados
para recibir mejores hallazgos accionables sobre su cultura. Esta mudanza requiere
(1) monitorear cómo los empleados experimentan la cultura, y (2) empoderar los
empleados a interpretar la retroalimentación sobre la cultura.
Pasos Críticos de Acción

■■ Utilizar las prácticas de escuchar al cliente para obtener retroalimentacion frecuente
sobre las experiencias claves del empleado.
■■ Identificar y rastrear los momentos recurrentes claves, y intervenir de manera anticipada.
■■ Empoderar a los empleados a reunir e interpretar los datos de cultura.
■■ Establecer equipos de cultura para mejorar la confianza y franqueza de los empleados.
I. II. III.
por los empleados

Periodismo Cultural Gestión de las Equipo de "Maximizar

Cultura"
Equipos de "Consejo
Cultural"
Personalizados Cultura de
Accountability de
Apuestas Fuertes
Equipos de
Cambio Cultural Viral
ENFOQUE EN LA INTENSIDAD DE LA COMUNICACIÓN
Canales de comunicación de la cultura Los stakeholders involucrados en la
Porcentaje de organizaciones que comunicación de la cultura
utiliza cada canal Porcentaje de organizaciones que
comunican a través de cada stakeholder
Comunicación a
92% Altos Líderes 83%
toda la organización
Líderes como "modelos" 72% Director de RR.HH. 83%
Foros estilo "Town Hall" 68%

CEO 76%
Discusiones abiertas 61%

con los empleados
HRBPs 69%
Conversaciones
individuales con los 61%
gerentes
Gerentes de 68%
Recordatorios visuales 58% nivel medio
en el espacio de trabajo
46% Ejecutivos C-Suite 68%

Capacitaciones formales
0% 50% 100% 0% 50% 100%

n = 190 Líderes de RR.HH. n = 190 Líderes de RR.HH.
Fuente: CEB 2017 Culture Benchmarking Survey. Fuente: CEB 2017 Culture Benchmarking Survey.
42
LOS EMPLEADOS NO LOGRAN PONER EN PRÁCTICA
LA CULTURA
Los empleados no viven la cultura en su trabajo diario
24%
de los empleados dicen
que la cultura afecta
directamente como
hacen su trabajo
n = 7,502 empleados.
Las organizaciones tienen dificultades en implementar la cultura
32%
de los líderes de RR.HH.
están de acuerdo que su
organización es efectiva en
implementar la cultura como
parte del trabajo diario de
los empleados
n = 190 Líderes de RR.HH.

Fuente: CEB 2017 Culture Benchmarking Survey.
DOS PRINCIPALES BARRERAS PARA LOS EMPLEADOS
Barrera de traducción: Los empleados Barrera de tensión: Los empleados
encuentran difícil traducir la cultura a su encuentran difícil priorizar mandatos en
trabajo diario. conflicto y así manejar tensiones culturales.
“Mi equipo puede adaptar la cultura para “Yo sé las concesiones que se espera que haga
encajar a nuestro contexto específico si es en mi trabajo.”
necesario.” Porcentaje que están de acuerdo por nivel
Porcentaje que están de acuerdo por nivel
Líderes | 56% Líderes | 55%
Gerentes | 38% Gerentes | 35%
Empleados | 26% Empleados | 23%
n = 7,502 empleados. n = 7,502 empleados.

Fuente: CEB 2017 Culture Workforce Survey. Fuente: CEB 2017 Culture Workforce Survey.
44
CAMBIO EN LA ESTRATÉGIA DE COMUNICACIÓN
Enfocar en el contexto de la comunicación, no en la intensidad
Influencia relativa de cada estrategia de comunicación en el FLC
100% 26%
La organización promedia ya utiliza 5 o 31%

más canales de comunicación a través
de varios stakeholders.
Los empleados son
50% capaces de traducir y
18% gestionar tensiones
culturales en sólo 13%
de las organizaciones.
25%
0%
Canal Stakeholder Enfoque en la traducción Enfoque en tensiones
Intensidad de la comunicación Contenido de la comunicación

La influencia de la intensidad de la Destacar contenido que puede ayudar los
comunicación es menor, ya que la empleados a traducir y gestionar
mayoría de las organizaciones ya han tensiones, que menos organizaciones
optimizado esta estrategia hacen, ofrece la mejor oportunidad

Fuente: CEB 2017 Culture Benchmarking Survey.
45
LOS EMPLEADOS REQUIEREN DETALLES DE
COMPORTAMIENTOS
ck
Nivel de personalización
Comentarios de los empleados Las traducciones deben ser lideradas

más especificación: por los equipos:
“Sí, claro que estos son los cuatro Detallar los comportamientos ayuda a
pilares. Pero necesito más. Por clarificar las expectativas, pero todavía
ejemplo, si vamos a ser transparente, son muy genéricas para influenciar las
Sidebar to be added for Full-Text version
que tiene que decir mi gerente a la decisiones de los empleados en

hora de tomar una decisión de que momentos críticos.
recursos vamos utilizar?”
k,
s
dd
Junio 2016 Julio 2016 Septiembre 2016–actualidad

1 Reunión de pilares culturales
a
2 Reunión de pilares culturales
a
Personalización de la
Creación de los cuatro pilares Adición de la lista de herramienta por el equipo
culturales utilizando datos de la comportamientos que los Envío de plantillas para la
encuesta de cultura, focus groups, empleados en toda la personalización de los "hacer y
análisis de las redes de la organización organización deben tener o no no hacer" de los equipos.
y entrevistas con los líderes. tener.
m
d Objetivo: Empoderar los
Objetivo: Utilizar 40 Objetivo: Destacar ejemplos
empleados muy bien integrados específicos de como vivir la empleados a tomar las
de todos los niveles para cultura de The Gates decisiones correctas para
ply
interpretar y crear los pilares. Foundation lograr sus objetivos.
Fuente: Bill & Melinda Gates Foundation; CEB analysis.
SITUACIÓN SOLUCIÓN RESULTADOS APÉNDICE
46
PERSONALIZACIÓN DE LA HERRAMIENTA
LIDERADA POR EL EQUIPO
ior
gh Plantilla adaptable de los “Hacer y No Hacer”
HOW WE TREAT EACH OTHER 1. Objetivos de toda la

empresa proporcionan un
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HOW WE TREAT EACH OTHER

SHOW OFFER BE CREATE
ate RESPECT
SHOW TRUST
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RESPECT TRUST TRANSPARENT ENERGY
mismos valores y
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with We
inclusion,
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We enable collaboration, expectations
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communicate decisions. in the joyful, continuous
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best, authentic selves.
best, authentic selves.
✔ DO value diversity and include ✔ DO provide a clear vision and ✔ DO spot areas where
✔ DO give feedback with ✔ DO assume positive intent ✔ DO proactively communicate
viewpoints from all levels and empower the team.
(trust by default)
confusion exists and become ✔ DO interact with people more
empathy and receive it with change in decisions or ✔ DO lighten up – make time to
locations in decision-making. ✔ DOwalk
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Respect for differences leads to Offering trust leads to Transparent conduct leads to Energy in relationships leads to
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47
WE TREAT EACH OTHER
ior
PERSONALIZACIÓN DE LA HERRAMIENTA
LIDERADA POR EL EQUIPO
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OFFER BE CREATE
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✘ DO provide genuine feedback que or killmás probables de
son
and tell others that you are energy with barriers ratheren prueba el
poner
hey Fuente: Bill & Melinda Gates Foundation; CEB analysis.
than solutions
open to receiving it alineamiento cultural.
✘ DO admit your mistakes or
failures

Offering trust leads to Transparent conduct leads to Energy in relationships leads to
48
Collaboration and Optimism Collaboration and Rigor Collaboration and Optimism
PERSONALIZACIÓN DE LA HERRAMIENTA LIDERADA
POR EL EQUIPO
ior
gh- Crear límites como referencias de comportamientos para momentos importantes
Decidir el enfoque de personalización "Cuando la Representación de la India

Los equipos diseñan el proceso para impulsar (ICO) se unió para entender los Cuatro
la responsabilidad y la credibilidad. Acuerdos, sentimos la necesidad de darle

un sabor local para que sea real para
ate
nosotros. Como resultado, los "Hacer y
No Hacer" personalizados obtuvieron un
Identificar momentos críticos específicos para
cada unidad de negocio
gran nivel de aceptación y apropiación de
Los equipos identifican los momentos críticos
cada uno de los empleados de ICO, y nos
que pueden probar el alineamiento cultural.
dieron un lenguaje común para las
expectativas compartidas y para
e
responsabilizarnos mutuamente".
Reunir información y articular las expectativas Preeti Kalra
Los equipos articulan los comportamientos Responsable por la oficina de India
ng deseados específicos a los momentos críticos.
n
e
Resultado de la Herramienta
Una forma sencilla para que los empleados identifiquen
los comportamientos o decisiones en alineamiento con
able a la cultura.
hey
49
, PROGRESO EN TODOS LOS NIVELES
e Cambios en las métricas de cultura Sostener progreso para el futuro
ng
Demostrar respeto 2017 % Y2Y % 1. Crear red de impulsores de cambio
. dedicados a la cultura en evolución.
Favorable Cambio
Nuestra fundación pone
2. Impulsar el compromiso del liderazgo
ly suficiente énfasis en construir 70% 15%

t of un ambiente inclusivo. a través experiencias interactivas.
ors
Ser transparente
. Testimonio de la herramienta en acción
Sé cómo estoy actuando
81% 6%
contra las expectativas de mí. "Bill y Melinda nos pidieron su propia
nge versión, y lo creamos con un conjunto
is
Ofrecer confianza específico de conversaciones en mente
es
six Me siento empoderado para llamado Strategy Review. Esas son
86% 5% conversaciones realmente difíciles:
at realizar mis responsabilidades
muchos de nuestros directores entran en
Generar energía esta conversación pensando, esto es todo
o nada ... y la naturaleza de los momentos
A las personas de mi grupo se
críticos nos hace no siempre estar en
p les incentiva a encontrar nuestro mejor comportamiento. Así que
86% 8%
soluciones innovadoras para los representantes pidiendo su lista de
the los problemas del trabajo.
’ts "hacer y no hacer" para guiarlos a través
de este tipo de conversaciones fue
Mejora estadísticamente significativa en espectacular".
80% de los factores culturales medidos. Adrianne Van Strander
Subdirector de Desarrollo Organizacional
Fuente: Bill & Melinda Gates Foundation; CEB analysis. Bill & Melinda Gates Foundation
Nota: 70% o mejor representa una fortaleza emergente.
50
"HACER Y NO HACER" PARA TODA LA ORGANIZACIÓN
CÓMO TRATAMOS UNO AL OTRO

DEMOSTRAR OFRECER SER GENERAR
RESPETO CONFIANZA TRANSPARENTE ENERGÍA
Abordamos las relaciones Hacemos posible la Clarificamos roles, Nos involucramos en la

con inclusión, bondad, colaboración, la asunción de expectativas y comunicamos búsqueda alegre y continua
curiosidad y humildad. riesgos, el empoderamiento, el decisiones. de convertirnos en la mejor
crecimiento y la y auténtica versión de
responsabilidad. nosotros.
✔ Valorar la diversidad e incluir ✔ Identificar las áreas donde
puntos de vista de todos los ✔ Proporcionar una visión clara existe confusión y formar ✔ Interactuar con personas
niveles y lugares en la toma de y dar poder al equipo. parte de la solución para más que con dispositivos.
decisiones. aclarar.
✔ Mantente abierto a dar y ✔ Mostrar interés en los demás
✔ Fomentar un debate riguroso recibir retroalimentación a ✔ Hacer uso de la disciplina en la y sus ideas.
y apoyar las decisiones través de los 4Cs. toma de decisiones, aclarar los
resultantes. roles en el proceso y ✔ Invertir en el éxito de otros.
✔ Hacer tiempo para las comunicar los resultados de
✔ Tratar la retroalimentación conexiones personales. manera oportuna
como un regalo. Dar con
empatía y recibir con ✔ Aclarar constantemente las ✘ NO despreciar a las personas
✘ NO retener la retroalimentación expectativas y las o las ideas para mostrar su
humildad.
(positivo o negativo). oportunidades de crecimiento. intelecto.
✘ NO descartar ideas, opiniones, ✘ NO microgestionar. ✘ NO se deje absorber por sí
contribuciones, conocimientos ✘ NO seguir cuestionando las mismo ni deje líos para que
técnicos, ya sea públicamente ✘ NO inflar tu propio ego. Tu
decisiones o expresar otros lo limpien.
o en privado. nombre no está en el
comportamientos pasivo- ✘ NO glorificar estar ocupado
edificio.
✘ NO debilitar las decisiones agresivo. 24/7.
después de que se hacen. ✘ NO vivir en ambigüedad de
✘ NO espere que sus colegas manera pasiva.
estén disponibles 24/7. ✘ NO permitir la difusión de
rumores.
El respeto por las diferencias lleva Ofrecer confianza lleva a la La conducta transparente lleva La energía en las relaciones lleva
a la innovación y la colaboración colaboración y el optimismo a la colaboración y al rigor a la colaboración y el optimismo
51
LOS EMPLEADOS ENFRENTAN TENSIONES CULTURALES
the
Las prioridades organizacionales compiten y crean tensiones culturales para
los empleados
?! “Para competir tenemos
77% de los empleados se que innovar, pero no
estoy seguro de cuánto
enfrentan con tensiones márgen tengo para
e in culturales en su trabajo que no fracasar ya que tenemos
saben como abordar. una cultura de éxito…”
n = 7.502 empleados.
s,
Las Tensiones Se Pueden Materializar por un Número de Factores
as Ejemplos de Orígenes de Tensiones
er
wise
ting Los diferentes Stakeholders La rápidez del Los Business Units
mercados y/o necesitan crecimiento de las tienen prioridades
industrias requieren resultados organizaciones implica diferentes que las
normas diferentes diferentes un constante cambio de la organización
de prioridades
s
Implicación
Las organizaciones deben ayudar a los empleados a gestionar las tensiones culturales
52
LA PRIORIZACIÓN IMPIDE LA APLICACIÓN
La mayoría de las organizaciones ayuda a los empleados a priorizar
la mitad de una tensión
Métodos ejemplares de la priorización
Lo más urgente Lo más importante El ímpetu mayor
Prioritizar un atributo Prioritizar un atributo Prioritizar un atributo
cultural en base a lo cultural en base a cultural en base a lo
que es más urgente. quien más necesitamos que hará que las
satisfacer. operaciones continuen
sin contratiempos
Consecuencias No Intencionadas Cuando Se Priorizan las Atributos
Consequencias Lo Que los Empleados Hacen
1. Señales de que algunos 1. Los empleados solamente viven parte

elementos son "negociables" de la cultura o asumen que todo es
cuando no lo son negociable
2. Crea discordancia entre la cultura 2. Los empleados que están alineados con
comunicada y las normas "actuales" la cultura se frustran y empiezan a
consideran otras oportunidades
Los empleados mal-alineados pueden utilizar la priorización como una excusa para
promover una subcultura que está en conflicto con la cultura organizacional.
53
AYUDAR A LOS EMPLEADOS GESTIONAR LAS
e
e TENSIONES CULTURALESS
Tres Desafíos Impiden la Gestión de Cultura
on
Desafío 1 Desafío 1 Desafío 1
Las tensiones no se Las tensiones no se Los empleados no son
entienden ni se articulan claramente a capaces de navegar las
reconocen. los empleados. tensiones en el día en día
Solución 1: Solución 2: Solución 3:

Identificar y Validar Crear un Marco Operacionalizar
las Tensiones para las Tensiones las Tensiones
Traer a la superficie las Articular de modo Traer juntos a equipos
tensiones que existen en la explícito las tensiones y que pueden interpretar
cultura organizacional y las compensaciones las tensiones y definir los
confirmar si son (tradeoffs) para los tradeoffs dentro de los
estratégicamente necesarias empleados. planes de proyecto.
54
hat
IDENTIFICAR LAS TENSIONES EN LA CULTURA
1. Descubrir Tensiones y Ubicar Dónde Existen: Utilizar a los empleados para identificar
rs las tensiones culturales que ellos experimentan en su trabajo.
.
Información que tú necesitas Dos métodos para reunir información
■ Situaciones en las que los empleados Escuchar a los Empleadosa:
intentan vivir la cultura pero que no pueden ■ Hacer: Pedir que los colegas reunen data y/o
■ Quién experimenta tensiones (cualquier se observen el uno al otro

patrón) y cuán frecuentemente ■ No Hacer: No 'micro-manage' el proceso
■ Cómo las tensiones impactan su trabajo

Preguntar a los Empleadosa:
y sus decisiones ■ Hacer: Haga las encuestas open-ended
■ Razones por las cuales los empleados ■ No Hacer: Preguntar acerca de tensiones
sienten las tensiones
específicas (esto podría disuadir a que se
comparta información)
2. Crear el Caso de Negocio para Gestionar las Tensiones: Crear un caso de negocio
para una estrategia de gestión de tensiones para conseguir el apoyo de los líderes.
Tensión Escenario Ejemplar Ubicación y Frecuencia Impacto al Negocio
Cultural de una Tensión de la Tensión de la Tensión
1. Agregar Utilizar la voz del empleado Especificar cuales empleados son Explicar el posible
una tensión para comunicar los desafíos afectados por la tensión (ej., ciertas impacto al negocio de
que los que los empleados enfrentan unidades de negocio, niveles, ignorar o mal gestionar
empleados (ej., grabaciones de videos, funciones) y cuán frecuentemente las tensiones
experimentan presentaciones de experimentan la tensión
empleados)
a
Ver nuestas enseñanzas y ejemplos en la sección del estudio "Entender la Cultura” para mas detalles y consejos.
IDENTIFICAR Y VALIDAR CONSTRUIR UN MARCO OPERACIONALIZAR
55
ure
VALIDAR LAS TENSIONES EN LA CULTURA
Validar las Tensiones
Trabajar con el equipo de liderazgo para determinar cuales tensiones son críticas para
la estrategia organizacional y que requieren apoyo adicional.
Eliminar la Tensión
No Determinar porqué los empleados
sienten tensión y clarificar lo que
¿Es esta tensión necesita la organización.
Tensión clave para nuestra
identidad?
No
Si
¿Es esta tensión
crítica para la Educar Empleados sobre Tensión
estrategia actual? Capacitar a los empleados sobre cómo
Si vivir con los aspectos de la tensión en
Si
diferentes escenarios específicos.
¿Hay manera de
consistentemente
navegar la tensión?
Ayudar a los Empleados a
No
Navegar la Tensión -- Proporcionar
guías sobre como vivir con todos los
aspectos de la tensión.
IDENTIFICAR Y VALIDAR CONSTRUIR UN MARCO OPERACIONALIZAR
56
ns CREAR UN MARCO PARA NAVEGAR LAS TENSIONES
of Cuatro Destaques del Marco de Gestión Caso Puntual: El Credo de Johnson
/ de Tensiones & Johnson
1 Explicítamente define las tensiones Johnson & Johnson’s credoa se su marco

Establece que existen las tensiones y
que empodera a sus empleados a navegar
que todos los lados deben considerarse.
las tensiones que provienen de de las
Reconoce la necesidad de las tensiones prioridades en competencia de los
2
Reconoce que convivir con todos los stakeholders.
lados de las tensiones no significa
maximizarlo en todo momento, sino
en nunca denegarlo.
3 Crea principios no-negociables de la tensión

Asegura que el compromiso hacia todos
los lados de las tensiones es un requisito.
“¿Como aseguras todos los días -- cuando se
hacen decisiones en muchos diferentes áreas
4 Proporciona una visión realista del éxito del mundo y en diferentes organizaciones --
Los compromisos están atados a las que el credo permanece como nuestra brújula
metas aspiracionales, pero realistas. moral, el pegamento que nos mantiene juntos.
Alex Gorsky
CEO, Johnson & Johnson
Fuente: Johnson & Johnson; Análisis de CEB.

a
Ver el credo completo en el apéndice.
IDENTIFICAR Y VALIDAR CREAR UN MARCO OPERACIONALIZAR
57
o- EQUIPAR A LOS EMPLEADOS A NAVEGAR TENSIONES
1. Crear el Juicio de los Empleados para Navegar las Tensiones
d
Ayudar a los empleados a reflejar sobre las tendencias actuales de priorización y cambios
necesarios en los comportamientos..
■ Ayudar a los empleados a interpretar y Plantear preguntas de auto-evaluación a

normalizar el marco de tensiones para los empleados tales como:
su contexto.
e Preguntas Individuales de Reflexión
bed
■ Engendrar la auto-evalución por medio
de utilizar preguntas para crear sobre las Tensiones
momentos reveladores sobre como los
■ Considerando nuestros valores organiza-
empleados típicamente priorizan los
o cionales, ¿qué es lo que usualmente hago
comportamientos. cuando estoy bajo presión?
■ Al pensar sobre un proyecto reciente,

“En momentos de estrés, ¿cuales puntos de dolor me causaron
siempre me bajo la cabeza cambiar mis comportamientos? ¿Cuales
y priorizo la eficiencia sobre
d la colaboración.” stakeholders, valores, o objetivos fueron
depriorizados para lograr esto?
th ■ ¿Existen áreas donde pueda aumentar mi

port desempeño por darle más atencion a los
and
objetivos desatendidos de la cultura?
n
offs
R.
Fonte: Análisis de CEB.
58
e
EQUIPAR A LOS EMPLEADOS A NAVEGAR TENSIONES
2. Ayudar a los Equipos a Prepararse para Escoger entre Alternativas
Proactivamente identificar de donde vendrán las tensiones y contruir las decisiones
d
dentro de los planes de proyecto.
■ Reunir los equipos de empleados quienes Discutir las siguientes preguntas con
trabajan juntos y quienes experimentan los equipos de proyecto:
tensiones de manera similar.
■ Examinar los próximos proyectos para Preguntas para el equipo de
e
considerar dónde surgirán las tensiones, planificación de gestión de tensiones
bed
y planificar para apoyar todos los ■ Mientras ejecutamos este proyecto,
objetivos estrategicos y culturales. ¿dónde estaremos inclinados a
priorizar ciertos valores?
o
“Mientras preparamos para el tercer ■ ¿Cuales stakeholders estamos
checkpoint el a¿o pasado, todos
sirviendo, y cómo podrían sus
estaban tan centrados en lograr las
metas preupuestales que perdimos de expectativas generar conflicto?
vista las necesidades del cliente. ■ ¿Cuales son nuestros objetivos, y
¿Cómo podemos planificar mejor para
cómo podrían requerir una
d balancear estos impulsores esta vez?”
priorización entre diferentes valores?
th
port
and
n
offs
Fonte: Análisis de CEB.
R.
59
OPERACIONALIZAR LA CULTURA
1 A pesar de los intentos de comunicar la cultura deseada por medio de una variedad de
canales y stakeholders, los empleados se esfuerzan para vivir la cultura en su trabajo.
2 Los esfuerzos para ayudar a los empleados a operacionalizar la cultura tipicamente

fracasan por causa de dos barreras claves:
■ Los empleados encuentran difícil la traducción de la cultura a su trabajo diario.
■■ Los empleados se esfuerzan para gestionar las tensiones culturales.
3 Para maximizar el impacto sobre el FLC, las organizaciones deben asegurar que el
contenido de sus comunicaciones aborda las dos barreras principales que los
empleados enfrentan al operacionalizar la cultura.
4 Para realizar un 57% impacto sobre el FLC, las comunicaciones de cultura deben:
■■ Empoderar a los empleados a traducir la cultura, y no traducirlo por ellos.
■■ Ayudar a los empleados a gestionar las tensiones en su trabajo diario, no promover los
ideales de la cultura.
■■ Proporcionar guias para empoderar a los empleados a traducir la cultura para su rol
específico.
■■
Dar tareas a los equipos para que definan comportamientos específicos y relevantes a su
contexto, y mantenerles responsable por vivirlos.
■■
Traer a la superficie las tensiones que ocurren a lo largo de la cultura de tu organizacion,
y articular específicamente las expectativas sobre como los empleados deben gestionar
las tensiones culturales.
■■
Traer juntos los equipos para proactivamente identificar donde surgirán las tensiones, y
crear criterios de decisión dentro de los planes de proyecto. 60
I. II. III.
por los empleados

Periodismo Cultural Gestión de las

Tensiones Culturales Equipo de "Maximizar
el Impacto de
Cultura"
Equipos de "Consejo
Cultural"
Personalizados
Cultura de
Accountability de
Apuestas Fuertes
Equipos de
TRES MANERAS PARA QUE LOS LÍDERES
ESTABLEZCAN EL MODELO A SEGUIR
La Mayoría de las Organizaciones le Piden a los Líderes Senior que
Establezcan un Modelo a Seguir
78%
De las
Organizaciones
Dependen de sus
Líderes Senior para
Dirigir la Cultura

Fuente: CEB Encuesta de Cultura 2017
.
Los Líderes Senior Pueden Establecer un Modelo a Seguir en Tres Maneras
1 2 3

Comunicar la Ajustar el Administrar procesos
importancia de la comportamiento empresariales basados
cultura personal para ser en la cultura (por
coherente con la ejemplo, presupuestos,
cultura estructura, políticas)
Fuente: Análisis CEB.
MÁS ENFOQUE EN COMUNICACIONES
Y COMPORTAMIENTOS
Los Líderes Invierten Insuficientemente en Actualizar los Procesos de Negocio

Los líderes comunican Los líderes ajustan su Los líderes gestionan
la importancia de la comportamiento personal los procesos de
cultura para mostrar consistencia negocio en base de la
con la cultura cultura (ej.,
presupuestos,
Porcentaje de estructura, políticas)
Organizaciones
en Donde los
Líderes Hacen 83% 29% 19%
Consistentemente
Cada Actividad
Impacto en la
Fuerza de Trabajo-
Alineación de la
1% 6% 22%
Cultura
n = 7,502 Empleados; 190 Líderes de RR.HH.

Fuente: CEB 2017 Culture Workforce Survey; CEB 2017 Culture Benchmarking Survey.
LOS EMPLEADOS NECESITAN MÁS DE LA
MODELACIÓN DE LOS ROLES
Los Empleados Confirman que los Procesos son un Problema
Los Procesos son Inconsistentes Las Barreras del

con la Cultura Proceso se Interponen
Solo 45% 80%

de Empleados Están De de los Empleados están
Acuerdo que los De Acuerdo en que las
Procesos son Barreras del Proceso les
Consistentes Impiden Seguir la
con la Cultura Cultura
n = 7,502 empleados; 190 Líderes de RR.HH.

Fuente: CEB 2017 Culture Workforce Survey; CEB 2017 Culture Benchmarking
Survey
EL CRECIMIENTO REQUIRIÓ UN CAMBIO CULTURAL
El crecimiento de una organización
La cultura heredada crea barreras
compleja necesita mas colaboración
Estamos
No se comparte
duplicando
suficiente informacion
trabajo que se
a lo largo de las
podría hacer
unidades de negocio…
centralmente…
El pensamiento en silos impide la colaboración.
El estilo jerárquico de liderazgo disminuye

la confianza de los empleados.
La burocrácia crea trabas innecesarias.
Líderes de CMI
CMI hizo una inversión de USD$50

CMI necesitaba transformar su cultura
millones para apoyar la
para ejecutar su nueva estrategia.
transformación de su negocio.
Fuente: CMI, Análisis de CEB.
SITUACIÓN RESUMEN COMPONENTE 1 COMPONENTE 2 COMPONENTE 3 RESULTADOS
CMI NECESITABA MOBILIZAR A LOS LÍDERES
2012
CMI contrata un Director de Cultura
Taller de Priorización de
Valores con los Shareholdersa
2013–2014
Taller con Líderes Senior sobre
Definición de Cultura
Punto de Mayor Riesgo:

Se necesita comprometer
Desarrollo de los Procesos de
a los líderes de manera
Apoyo de RR.HH.
que no infringe sobre la
nueva cultura
2015–2016
Planificación de Acción por parte
de Lideres y HRBPs para arraigar
la nueva cultura
Fuente: CMI; Análisis de CEB.
a
CMI es una entidad privada. Sus accionistas son los dueños, en este caso.
PLANIFICACIÓN DE ACCIÓN GESTIONADO POR LÍDERES
Resumen del Proceso de Transformación Cultural de CMI
1 2 3
Crear Compromiso Establecer Prioridades Planificación de la Acción
Fomentar una Empoderar a los Líderes a Equiparar a los Líderes

Cultura de Propiedad Determinar el Enfoque a Activar la Cultura
Comportamientos
Culturales
Líderes de las
Unidades de Negocio
Talleres de Definición de Talleres de Priorización: Planes Holísticas de Acción:

Cultura: involucrar a los ayudar a los líderes a para el cambio de cultura,
líderes en establecer la nueva clarificar dónde deben preparar a los lideres para
dirección. focalizar. que cumplen el rol debido.
Fuente: CMI; Análisis de CEB
FOMENTAR UNA CULTURA DE PROPIEDAD
Los líderes de las unidades diagnostican el estado actual de la cultura...
¿Cual es el marco de referencia de fondo?

Fundación
¿Por qué existe la organización?

Taller de Significado
Definición ¿Qué es lo que se está reforzando?
de Cultura Organización
¿Cómo se relaciona la gente entre sí?

Equipos
¿Qué es lo que le motiva a la gente?

Individuos Punto de
entendimiento
¿Cuán fuerte es la cultura? compartido
Fuente: Hay Group; CMI; Análisis de CEB.
…y ayudan a definir la futura visión para la cultura.

Atributos, Patrones, y Comportamientos para
Mantener Eliminar Estimular
■■ Ciudadanía ■■ Liderazgo Jerárquico ■■ Pensamiento Estratégico e
■■ Ejecución Disciplinada ■■ Pensamiento en Silos Innovación
■■ Orientación al Cliente
■■ Colaboración Visionaria
■■ Liderazgo
68
EMPODERAR A LOS LÍDERES A DETERMINAR EL ENFOQUE
RR.HH. ayuda a los líderes de las unidades a determinar los
comportamientos culturales más críticos
Los Seis Comportamientos
Talleres de Prioridades Identificadas
Culturales de CMI
Priorización
1. Ciudadanía y Respeto
2. Ejecución Disciplinada Energía
Líderes de las 1. Colaboración
3. Pensamiento Estratégico
e Innovación unidades de 2. Liderazgo Visionario
negocio
4. Orientación al Cliente
5. Colaboración
6. Liderazgo Visionario
El debate en grupo ayuda a los líderes a determinar cuales son los comportamientos a priorizar
Asegurar diversidad de perspectivas. Preguntas Ejemplares para Discusión con Líderes

Discutir objetivos de negocio, ■ ¿Cuales son nuestras prioridades estratégicas?
no solamente las brechas culturales. ■ ¿Cómo se ha desempeñado nuestro negocio?
Lograr el concenso grupal.
■ ¿Dónde tendrá nuestro equipo el mayor desafío?
EQUIPAR A LOS LÍDERES A ACTIVAR LA CULTURA
Un plan de acción cultural amplía los roles de los líderes sin especificar tareas para ser cumplidas
Ilustrativo
2016 Iniciativas Culturales, Unidad de Negocio de Energia

Meta: Colaboración y Liderazgo Visionario
Enfoque Próximos Pasos Sponsor Ejecutivo Líder
Modelar el Rol Promover la comunicacion constante Catalina Sara &
Crear un Plan Individual de Desarrollo del Gerente Fernanda
...
Procesos de Implementar proceso innovador de 'compra fácil' Gabriela Tomas,

Tomas,
Negocio Sistematizar el modelo operacional transicional Carolina&&
Carolina
.... Fernanda
Fernanda
Gestión de Ejecutar el desarrollo de nuevos proyectos Esteban Mariana &
Procesos Sistematizar procesos Alejanda
...
Procesos de Gente Implementar un programa de reconocimiento Isabella Joaquin &
sistematizado Fernanda
Promover la creación de grupos team builidng
…
Un enfoque A lo largo de estas Los líderes deben colaborar

desproporcionado categorías, los a lo largo de la unidad de
sobre procesos que líderes determinan negocio para arraigar sus
amplíen el alcance los mejores próximos comportamientos
del rol de líderes en pasos para su unidad priorizados en la manera de
el cambio cultural. de negocio. la cual se hace el trabajo.
EQUIPAR A LOS LÍDERES A ACTIVAR LA CULTURA
Los líderes discuten cómo debe acontecer el cambio, no solamente lo que debe cambiar
Bosquejar los claros plazos y los líderes:

■ Hacer planes para cómo grabar sus comportamientos priorizados dentro de las unidades
■ Clarificar cuales son los stakeholders que necesitarán involucrar, y
■ Determinar dónde necesitarán ajustar los recursos.
Unidad: Energia Iniciativas 2016 T1 T2 T3 T4

Implementar Lanzar manual Definitr y validar Introducir Revisar los
Actualizaciones indicadores/
proceso sobre el gran la metodología herramientas
sobre los KPIs de los
innovador de proyecto de organizacional automatizadas y
procesos de resultados.
'compra fácil'. datos. obtener feedback.
negocio para
mejorar la
colaboración y Sistematizar Revisar los Entregar y Implementar y monitorear.
el liderazgo el modelo procesos aprobar los planes
visionario operacional actuales. propuestos para la
transicional. transición.
Los HRBPs traen coordinación y una perspectiva única de talento para los planes de acción
“RH juega un rol clave de facilitador; lo que no hacen es

gestionar el proyecto para lograr fechas limites
especificas. Aseguarn que los lideres nunca pierden de
vista su rol en empujar y responsabilizarse por la cultura."
HRBP José Miguel Larios
Director de RR.HH.
UN LIDERAZGO CULTURAL MEJORADO
Los líderes en CMI han cambiado fundamentalmente su estilo de liderazgo
Puntuación promedia de liderazgo organizacional (Estandarizada)
80 2012
2017
Puntuación
de Liderazgo 40
0
Coercitivo Democrático Visionario
La Transformación Cultural Tiene un Claro Retorno sobre la Inversión

“La inversión de USD $50 “Nuestro proceso de transformación “Nosotros, como accionistas,
millones que hicieron los ha entregado resultados de gente confiamos en el proceso
accionistas en 2010 debería que superan cualquier beneficio diseñado para empoderar a la
haberse completado el retorno financiero. Nuestra gente realmente organización. Al mismo tiempo,
en diez años. Sin embargo, ya siente el “REIR a” y han abrazado el caminamos juntos con nuestros
en 2016, ya habíamos logrado sentimiento de propiedad que va líderes para asegurar que
el retorno de inversión—y mas alla del compromiso. No les nuestra cultura estaba
seguimos ganando más damos la bienvenida a la gente a apoyando un negocio familiar
beneficio económico de lo una empresa; les damos la exitoso…El resultado ha sido
anticipado..." bienvenidad a nuestra familia. Ésta fantástico.”
es nuestra cultura.”
Oscar Rivera
Juan Luis Bosch, President of CMI
Chief Culture Officer Juan José Gutierrez Capital and Shareholder
President of CMI Foods and Shareholder

a
REIR es un conjunto de valores que informa los comportamientos en CMI. Se define por Responsabilidad, Excelencia, Integridad, y Respeto.
OPORTUNIDAD PARA ARRAIGAR LA CULTURA
d
RTI Reconoció que Podrían estar Haciendo Más para Maximizar el Rendimiento...
nal
“Mientras que nada está fundamentalmente roto,
siempre tenemos la oportunidad de mejorarnos.
ces Hemos tenido éxito, así que ¿cómo podemos
mover la aguja lo suficiente como para marcar
ors
la diferencia?”
Lisa May,
VP de RRHH
er
ural
e
…Y Necesitaban Brindar Apoyo Más Allá del Individuo y del Equipo
Definir Integración en Asegurar que los Sistemas Más Allá

Comportamientos Procesos y Prácticas de del Equipo Apoyen los
Principales Equipo Comportamientos Deseados
Enfoque de Equipo: Metas: ■ Mantener el Impulso
Enfoque Individual: ¿Qué puede hacer mi ■ Maximizar el Impacto
¿Que puedo hacer? equipo? ■ Medir el Éxito
Lead Forward 1.0 Lead Forward 2.0 Lead Forward 3.0

Fuente: RTI International; CEB analysis.
SITUACIÓN RESUMEN COMPONENTE 1 COMPONENTE 2 COMPONENTE 3 COMPONENTE 4 RESULTADOS
DISCUTIR LOS OBSTÁCULOS DE LA ORGANIZACIÓN
A LA CULTURA
1 2
Capturar la Voz del Asegurar la
Empleado Sin Filtros Comprensión de los
ce Retos de los Empleados
he
ace
3 4
Movilizar Recursos Contra Hacer los Resultados
e
Barreras Positivos Visibles para
n
to Mantener la Energía
Fuente: RTI International; Análisis de CEB.
SITUACIÓN COMPONENTE 1 COMPONENTE 1 COMPONENTE 2 COMPONENTE 3 COMPONENTE 4 RESULTADOS
CAPTURAR LA VOZ DEL EMPLEADO SIN FILTROS
hat Sesión de retroalimentación basada únicamente en los empleados,
recoge la voz auténtica de los empleados
Ejemplos de Preguntas de
the Debate para Empleados*
“Ojalá la
colaboración fuera ■ En los días que manejas a
ted más fácil. En lugar casa y piensas que no quieres
o de ser lo normal por trabajar aquí, ¿por qué?
r aquí, tenemos que ■ ¿Es fácil realizar los
e. trabajar más duro comportamientos que la
para involucrar a organización indica como
otras personas.” importantes?
■ ¿Cuáles son las cosas que le
Empleados dices a tu familia sobre el
trabajo cuando estás en la
mesa cenando?
Enseñanza Clave: La colaboración está ocurriendo, pero no ■ ¿Cuáles son las cosas que los
tanto como podría ser porque toma mucho tiempo y energía.
lideres necesitan saber y
probablemente no lo saben?
■
Participantes Creíbles Estructura Informal Autenticidad
Selected as role models Dynamic conversation, Sólo los empleados
of culture by peers not individual interviews invitados en la sala
* Vea el apéndice para la lista completa de preguntas de discusion.
rs’
ne ASEGURAR LA COMPRENSIÓN DE LOS RETOS DEL
EMPLEADO
eir
eat. La Conversación Grabada en Video Ayuda a los Líderes a Comprender el
t Día a Día de los Empleados
city
La presentación de
ht comentarios de los “Caray. Yo no hubiera
empleados en forma
creído la
de vídeo preserva la
e retroalimentación si no
autenticidad de la
conversación. hubiera visto y escuchado
directamente de José.
he ¿Qué podemos hacer para
Escuchar los arreglar esto?”
comentarios en grupo,
como en un Offsite de
Liderazgo Ejecutivo,
crea un espacio para
que los líderes
ed reaccionen y
s respondan
inmediatamente a los
desafíos de los
hey empleados.
Offsite de Liderazgo Ejecutivo
y
my
at
to © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. CLC174150 76
ck
MOVILIZAR RECURSOS CONTRA LAS BARRERAS
RTI Encarga a un Equipo Interorganizacional para Abordar las Barreras a la
rs Colaboración…
Representantes de los Empleados
ses
Un equipo diverso asegura una representación
s, generalizada de cómo se hace el trabajo y un
equilibrio de perspectivas.
■ Todos los niveles
■ Todas las unidades de negocio
e
■ 20 personas
ng VP Desarrollo
SVP RR.HH Organizacional
VP Finance
nt.
…Con un Mandato para "Ser Audaz"
ring
le
“Sea Audaz!” “La gente solo quería enfrentar los problemas mas sencillos, y
tratamos de seguir desafiándolos diciendo: "Bueno, aquí no
habrán cosas intocables." ¿Qué pasaría si realmente pudiéramos
eliminar cierto proceso, cierto sistema, un cierto marco? "
O
s Sanne Bellemans
SVP HR
CHRO CEO
MOVILIZAR RECURSOS CONTRA LAS BARRERAS
Dedicando tiempo y dinero garantiza El apoyo de los líderes senior
que el equipo interorganizacional no proporciona autoridad para hacer
sea solo un proyecto secundario, que el cambio suceda
esk pero algo contínuo
ed Los altos directivos
e El compromiso representa un de Finanzas y RR.HH.
nes, se sienten parte del
5-10% de la carga de trabajo de
m equipo y ofrecen:
big los empleados participantes.
■ Redes y credibilidad
establecidas
or Laurie Sanne
Braun Bellemans ■
Influencia y
of autoridad para
VP FP&A SVP HR remover barreras
m El equipo recibe un
presupuesto específico para organizacionales
t estos gastos
El CHRO y el CEO se
reúnen
O
regularmente con el
m
El hecho de no establecer plazos equipo para
determinados permite al equipo proporcionar
Lisa E. Wayne retroalimentación y
abordar grandes proyectos que
May Holden orientación.
consumen mucho tiempo.
CHRO CEO
R]
thin
eam
g
HACER VISIBLES LOS RESULTADOS POSITIVOS
PARA SOSTENER LA ENERGÍA
ng
gy
- Las insignias de
“voces valorados
■
Demostrar progreso sobre
las grandes iniciativas,
■ Resaltar ganancias
rápidas, y
■ Demostrar el
compromiso por medio
de darle seguimiento a
la retroalimentación de
los empleados.

MAXIMIZAR EL IMPACTO DEL LÍDER
1 Las organizaciones piden a sus líderes senior que modelen la cultura en tres
importantes maneras: 1) comunicar la importancia de la cultura, 2) comportarse de
manera consistente con la cultura, y 3) gestionar los procesos de negocio en base a la
cultura.
2 La comunicación y el comportamiento tiene el menor impacto sobre FLA, pero sin

embargo son los aspectos del modelaje del rol que la mayoría de los líderes
enfatizan. Muy pocos líderes se involucran en gestionar los procesos de negocio, los
cuales tienen el impacto más alto.
3 Para efectivamente impulsar un alineamiento cultura-fuerza laboral, los líderes

deben expandir el modelaje de rol de los líderes para que incluya un rediseño de
los procesos de negocio.

■■ Empoderar y equipar a los líderes a arraigar la cultura dentro de sus unidades de
negocio con planes holísticas de acción.
■■ Proporcionar a los líderes con el apoyo y los recursos para ajustar los procesos que
actúan como barreras contra la cultura.
■■ Mantener a los líderes responsables por impulsar y liderar la cultura en el negocio.
A I. II. III. B
Entender la Cultura Operacionalizar Maximizar el
Cultura Cultura
la Cultura Impacto del Líder
Centrada en Centrada en
Personas Traer a la superficie Equipar a los Expandir el rol del líder Procesos
■■ Periódicmente inteligencia cultural accionable empleados para aplicar para incluir el rediseño ■■ Traer a la
por medio de análisis liderado el "que" de la cultura en de los procesos que
reunir e superficie
por los empleados sus trabajo diario apoyen la cultura
interpretar la inteligencia
satisfacción cultural
de los accionable por
empleados medio de
con la cultura. Monitorear la Cultura Cultura Definida por Planificación de Acción analisis por
■■ Capacitar a los en Tiempo Real el Equipo de Cultura Gestionado empleados
líderes a por Líderes ■■ Equiparar a los
personalmente empleados a
modelar los applicar el
comporta- Periodismo Cultural Gestión de las "cómo" de la
mientos. Tensiones Equipo de "Maximizar cultura en su
Culturales el Impacto de Cultura" trabajo diario.
■■ Comunicar el
"qué" y el "por ■■ Requerir que
qué" de la Equipos de "Consejo los líderes
cultura para Cultural" diseñen
obtener el Cultura de
Personalizados procesos que
compromiso Accountability de
apoyen la
de los Apuestas Fuertes
cultura.
empleados.
Equipos de
HIGH-STAKES CULTURE ACCOUNTABILITY
Overview
Pitney Bowes holds leaders accountable for driving the aspects of culture most relevant to current business
goals through establishing high-stakes consequences, ensuring focused culture priorities, and evaluating
leaders based on the highest impact activities.
Solution Highlights
■ High-Stakes Consequences: Pitney Bowes uses consequences with career implications to encourage
leaders to drive culture in their business units.
■ Focused Culture Priorities: Pitney Bowes holds leaders responsible for driving all of its culture attributes,
but articulates one or two areas of particular focus each year to give leaders a more targeted objective.
■ Evaluation of Highest Impact Activities: Leader effectiveness in driving culture is determined not by personal
achievement, but based on activities that make it easier for their employees to live the culture.
Company Snapshot
Pitney Bowes
Industry: Pitney Bowes is a global technology company crafting innovative
Information products and solutions that help clients “get it right” in the
Technology and complex world of commerce in the areas of customer information
Services management, location intelligence, customer engagement, shipping
2016 Revenue: and mailing, and global ecommerce. Founded in 1920, Pitney Bowes
US$3.4 Billion operates around the world, delivering accuracy and precision to more
than 1 million clients.
2016 Employees:
14,000
Headquarters:
Stamford, CT
ct LACK OF CULTURE LEADERSHIP
l
wes’ Strong Culture Key to Transformation Leaders Not Driving Culture
d Success
y to
on “Why aren’t our
Pitney Bowes’ leaders leading
Transformation Objectives efforts to drive

key customer-centricity?
1. Reinvent mail
CEO
er 2. Grow digital commerce
he
3. Improve operational excellence
ply
ure
Keys to Success: Two Barriers to Effective Culture
People with the right skills Leadership at Pitney Bowes
e
Ability to develop infrastructure 1 Leaders don’t 2 It’s difficult to
ul
r Improve customer-centricity of culture prioritize know whether
culture leaders are
management. engaging
Source: Pitney Bowes; CEB analysis. in the right
activities.
Source: Pitney Bowes; CEB analysis.
SITUATION OVERVIEW COMPONENT 1 COMPONENT 2 COMPONENT 3 RESULTS
a
s HIGH-STAKES CULTURE ACCOUNTABILITY
g
nt
CEO asked
leaders to write
O letter detailing All leaders Pitney Bowes PBLT Conference held
mit how they drove eligible to Leadership Team where strategy to execute
d culture through submit letter (PBLT) selected by culture for the following year
w the year to CEO the CEO is determined by the PBLT
eir
Feb. 2014 Nov. 2014 Dec. 2014 Feb. 2015

s
ip
2016 PBLT selected by CEO with
on’s input from the Senior Management Dec. 2015
Team (SMT)
me
PBLT members submit letter to
the CEO (non-members nominated Nov. 2015
by SMT)
ved
■ Leaders not on the PBLT must be nominated by a senior leader.

■ Leaders must be renominated and approved each year.
ng
hey
tu e
the SITUATION OVERVIEW COMPONENT 1 COMPONENT 2 COMPONENT 3 RESULTS
ed © 2017 Gartner, Inc. and/or its affiliates. All rights reserved. CLC174395 100
eir
ism HIGH-STAKES CULTURE ACCOUNTABILITY
!!
1. High-Stakes 2. Focused Culture

Consequences Priorities
PBLT selected by PBLT Conference is held where strategy

the CEO with input to execute culture for the following year
r
from the SMT is determined by the PBLT
t
d
r
To: Marc Lautenbach

3. Evaluation of Highest From: …
Re: 2016 PBLT Actions
Impact Activities
In my role as Vice
PBLT members submit letter to President of Operations,
the CEO (non-members nominated I have driven “Client” in
several ways throughout
by SMT)
the year. Some of the most
impactful initiatives are…
eer HIGH-STAKES CONSEQUENCES
age
e in Leaders Must Demonstrate How They PBLT Membership Has Career
Drove Culture to Be on the PBLT Implications
e
am PBLT Charter
Purpose: To determine how to drive

ely culture in order to enable successful
he
execution of Pitney Bowes’ business
strategy.
Old New
Level-Based Culture-Based Duration and Time Commitment:
Leadership Leadership This team will work together until
Philosophy Philosophy
November of this year.
Elements of PBLT Membership
Development: Exposure: Networking: Inﬂuence:

Conference includes PBLT members work Team gets together The PBLT determines
internal and on projects with the to collaborate and the execution
external speakers CEO and leadership share ideas. strategy for culture
and developmental team. for the following
workshops. year.
r FOCUSED CULTURE PRIORITIES
ts
CEO Determines Which PBLT Determines
s
Cultural Attributes to the Path Forward to
Emphasize Each Year Execute on Emphasized
with Input from the SMT Attributes
es
Given our
l business goals, we Pitney Bowes’ Culture Attributes
should emphasize
es “Client” this year.
Team:
Our people work
together with heart
CEO
and humanity.
The PBLT works

Win: Client:
-in together to:
We set the Client success
bar high and is at the center
■ Specify objectives
2017 Business Goals work with within the culture
of everything
■ Continue Expansion urgency. we do. strategy
Innovate: Determine specific
into New Markets
■
We find new ways initiatives to achieve

■ Increase Client to create value those objectives
Satisfaction through innovative ■ Define success
Increase Efficiency products, processes
■
measures
and business models.
ders
id EVALUATION THROUGH LETTERS TO THE CEO
er
O Current PBLT Members Apply to Stay on the Team Through a Letter
re
er
Structure Allows
s— Customization
er Content Looks …taken the opportunity to understand the Open-ended so
e Beyond Role- client better by accompanying sales reps on that leaders can
Modeling client visits… customize actions
Content is about to their business
action so that
he …launched a Product Council to guarantee Format Allows
leaders are
evaluated not on client feedback was actively addressed… Comparison
■ Standard so that
what they did
personally to live all leaders can be
…developed a bottoms up budget by product compared
culture, but how
and region…
they drove it ■ One-page so that
it is low effort,
but requires
substantial action
to have been taken
Letters are published in an open forum so everyone can review.
EVALUATION THROUGH STAKEHOLDER INPUT
d Non-PBLT Members Must Be Like Letters, Review Focuses on
Nominated to Join the Team Demonstrated Activities
Step 1: Leader Nomination
Individual Nominations Allow Customization
Senior leaders make Senior leaders nominate individuals on their own
business case for including team. There is no one-size-fits-all.

new leaders on next year’s
PBLT
Information Looks Beyond Role-Modeling

■ Senior stakeholders have visibility into
previous PBLT letters which helps set the bar
for the types of activities that leaders must
engage in to be nominated.
Step 2: CEO Decision

Single Decision-Maker Fosters Consistent
Comparison
CEO makes final decision
The CEO makes the final decision to ensure
on whether nominated
CEO
nominated leaders are held to same standard as
leaders are accepted
current PBLT.
LEADER FOCUS ON CULTURE DRIVES BUSINESS RESULTS
Leaders Quickly Began Driving Culture Stronger Culture Set the Foundation
in the Business for Better Client Experience, New
Digital Product Capability, and Growth
“It only took two cycles for people $300 million 15–20% growth in
to realize that [the CEO] Marc takes in savings digital commerce

this seriously and start implementing
changes in their business units
accordingly.”
Johnna Torsone
EVP, HR Pitney Bowes
Source: Pitney Bowes; CEB analysis. Source: Pitney Bowes; CEB analysis.
Additional Results
■ Transformation of go to market capabilities
■ New understanding of the company in the marketplace as a technology company focused on
enabling commerce
■ Better client loyalty, employee engagement and business results
■ Sustainable high performance company for the future built on core values
Appendix
Methodology Overview Culture Barriers Faced by Employees, by Region • 134

Qualitative Methodology Overview • 110 Investor Earnings Call Analysis • 135
Quantitative Methodology Overview • 111 CEO Involvement in Culture Management • 141
Benchmarking Survey Participant Demographics • 112 Culture “RACI” Model Benchmark • 142
Workforce Survey Participant Demographics • 113 Prevalence of Organizational Values • 143
How to Read Maximum Impact Charts • 114 Prevalence of Culture Roles and Teams • 144
Prevalence of Culture Measurement Approaches • 145
Additional Quantitative Findings Culture Barriers Faced by Employees • 147
Knowledge Factors Limit Workforce-Cultural Alignment (WCA) • 115 Vendor Spend Doesn’t Determine Satisfaction • 148
Mindset Factors Limit WCA • 116 Capture Moments That Form Culture Experience • 149
Behavior Factors Limit WCA • 117
WCA Component Distribution • 118 Additional Case Profile esources
WCA by Employee Demographics • 119 Sammons: Personalized Culture Counsel Teams • 150
WCA by Region and Function • 120 Cisco: Identify High Impact Employee Experiences • 153
WCA by Level and Generation • 121 ING: Viral Culture Change • 155
WCA by Industry • 122 Data Scraping • 170
Process Focus Improves WCA • 123 Sociometric Badging • 171
WCA Increases Speed of Behavior Adoption • 124 Sammons: “Day 1” Culture Counsel Card • 172
WCA Drives Successful Transformation • 125 Sammons: Sammons Cultural Training • 173
Employee Trust Drives WCA • 126 Johnson & Johnson’s Credo • 174
Prevalence of Culture Understanding by Region • 127 CMI: Foster Ownership of Culture • 175
Prevalence of Culture Understanding by Industry • 128 RTI: Feedback Session Questions • 176
Leader Effectiveness in Removing Culture Process Barriers,
by Region • 129
Leader Effectiveness in Removing Culture Process Barriers,
by Industry • 130
Prevalence of Employee Barriers to Operationalizing Culture,
by Region • 131
Prevalence of Culture Measurement Approaches,
by Region • 133
109
Our qualitative research
process included a QUALITATIVE METHODOLOGY OVERVIEW
thorough review of
existing research and Reviewed Existing Research Generated Key Hypotheses
analysis of member Representative Sample Illustrative
interviews.
■■ Academic Monographs
––Corporate Culture and A Not B A Before B A and B
Performance (John Kotter, 2008)
■■ Academic Studies Source: CEB analysis.
––The Value of Corporate Culture
(Guiso et al., 2013)
■■ Popular Books Assessed Primary Root Causes
––Employee Experience Advantage
(Jacob Morgan, 2017)
Illustrative
Challenge
■■ Articles by Thought Leaders
––Cultural Change That Sticks
(Katzenbach, et al., HBR, 2012)
Root Cause 1 Root Cause 2 Root Cause 3
Source: CEB analysis.
Conducted In-Depth Interviews Evaluated Organization Practices

Sample Contacts Against Best Practice Standard
Illustrative
■■ Heads of HR
■■ Heads of Culture 50th 75th 90th
■■ Heads of Talent Management Percentile Percentile Percentile
Practice Practice Practice
■■ Heads of Organizational Development
Source: CEB analysis. Source: CEB analysis.
110
Our quantitative research
process consisted of two QUANTITATIVE METHODOLOGY OVERVIEW
stages.
Step 1: Deploy HR Leader
■■ We deployed two Step 2: Conduct Data Analysis
and Workforce Surveys
surveys and conducted
a statistical analysis on 1. HR Leader Survey: We surveyed 190 We used multivariate linear
culture outcomes at
HR leaders across 24 industries and 27 regression to determine the impact of
both the workforce and
organizational level. countries. drivers X1…Xn on Workforce-Culture
2. Workforce Survey: We surveyed over Alignment.
7,500 global employees across 25
industries and 23 countries.
Y = α + βX + γC + ∑
Outcome Variables (Y) Control Variables (C)

■■ Workforce-Culture Alignment (WCA) ■■ Region
––Knowledge ■■ Industry
––Mindset ■■ Organization Size
––Behavior
Drivers (X) Impact (β)

■■ Measurement ■■ Impact on Outcome of Driver X
––Which of the following channels does your Impact (γ)
organization use to measure culture?
■■ Impact on Outcome of Control C
■■ Senior Leaders
––To what extent do you agree that senior Constant (α)
leaders communicate the importance of Statistical Error (∑)
culture to employees?
■■ Operationalizing the Culture
––Which of the following communication
channels does your organization use
to disseminate the desired culture to
employees?
111
Participants of the
Culture Benchmarking BENCHMARKING SURVEY DEMOGRAPHICS
Survey were HR leaders
representing a wide
We surveyed 190 HR leaders from our member organizations.
range of global industries.
Role Representation Industry Representation
Chief Human Resources Officer 52% Aerospace & Defense 3%

Head of Organizational Development 9% Construction 1%
Head of Talent Management 7% Consumer Goods 3%
Chief Culture Officer 7% Distribution, Delivery & Storage 2%
Head of Learning and Development 2% Education 2%
Head of Leadership Development 2% Financial Services 15%
Other 20%
Food & Beverage Services 3%
Government 7%
Geography
Healthcare 3%
North America 56% Insurance 6%
Latin America 21%
Leisure/Hospitality 1%
Australia and New Zealand 10%
Manufacturing 8%
Europe 8%
NGO and Non-Profi 1%
Asia 3%
Oil & Gas/Mining 4%
Middle East or Africa 3%
Pharmaceuticals 3%
Organizational Headcount (FTEs) Professional Services 2%

Retail 5%
501 to 1,000 Employees 22%
Technology 7%
1,001 to 2,500 Employees 20%
Telecommunications 2%
2,501 to 5,000 Employees 19%
Transportation 2%
5,001 to 10,000 Employees 16%
Utilities 6%
10,001 to 25,000 Employees 14%
25,001 to 50,000 Employees 3% Other 12%
More Than 50,000 Employees 6%

n = 190 HR leaders.
Source: CEB 2017 Culture Benchmarking Survey.
Note: Totals may not equal 100% due to rounding.
112
Participants of the
Culture Workforce WORKFORCE SURVEY DEMOGRAPHICS
Survey were employees
at various levels across a
We surveyed over 7,500 employees from 25 industries and 23 countries.
range of global industries.
Organizational Level Representation Industry Representation
Senior Leader 21% Aerospace & Defense 1%

Manager 29% Construction 3%
Employee 49% Consumer Goods 3%
Geography Distribution, Delivery & Storage 2%

Education 6%
North America 43%
Europe 35% Financial Services 10%
Asia 15% Food & Beverage Services 2%
Latin America 5% Government 8%
Middle East or Africa 2% Healthcare 11%
Australia and New Zealand 1% Insurance 3%
Organizational Headcount (FTEs) Leisure/Hospitality 2%

Manufacturing 9%
1,001 to 2,500 Employees 16%
Media & Entertainment 1%
2,501 to 5,000 Employees 21%
NGO and Non-Profi 1%
5,001 to 10,000 Employees 20%
Oil & Gas/Mining 1%
10,001 to 25,000 Employees 10%
Personal Services 1%
25,001 to 50,000 Employees 10%
More Than 50,000 Employees 24% Pharmaceuticals 1%
Professional Services 3%
Real Estate 0%
Retail 6%
Technology 10%
Telecommunications 4%
Transportation 3%
Utilities 2%
n = 7,502 employees. Wholesale 1%

Source: CEB 2017 Culture Workforce Survey.
Other 6%
113
A maximum impact chart
shows the most amount HOW TO READ MAXIMUM IMPACT CHARTS
of improvement an
organization can realize Maximum Impact of Drivers 1 and 2 on WCA
by moving from “very
ineffective” at a driver to Organizations can
“very effective” at that see at most a 15%
driver. improvement in WCA by
implementing Driver 1.
■■ In other words, if an
organization were to
begin implementing
Maximum Impact on Workforce-Culture Alignment

Driver 1, it would see a 15%
improvement in WCA.
Organizations can
see at most a 5%
improvement in WCA by
implementing Driver 2.
Driver 1 Driver 2
114
KNOWLEDGE FACTORS LIMIT WCA
Why are employees not demonstrating the culture that we need?
Knowledge Factors Mindset Factors Behavioral Factors
Training and
Communication
Development
Challenges
Challenges
Organization Organization
Communication Desired cultural Organization Employees refuse
communication struggles to identify
hasn’t reached norms conflict with provides poor to engage in
channels are the right norms to
employees existing norms support learning norms
ineffective communicate
Employees have
Communication Organization
Inconsistent Inadequate leader strong belief
channel doesn’t incorrectly assessed
messaging role modeling culture should be
impact employees existing culture
different
Leaders have Organization

Senior leadership Breakdown along Employees don’t
Insufficien an inaccurate underestimates Insufficient aining
doesn’t know what communication see value in
messaging understanding of challenge of and development.
culture it wants pipeline learning norms
the current culture reconciling norms
Three Common Challenges Emerge Across WCA Components

Measurement Processes: Organizations don’t accurately understand their culture (22% of root causes).
Leader-Controlled Processes: Leaders aren’t having the necessary impact on culture (22% of root causes).
Frontline Processes: Employees struggle to operationalize the culture in their day-to-day work (42% of root causes).
Other Causes: (15% of root causes)
115
MINDSET FACTORS LIMIT WCA
Relevancy Motivation
Challenges Challenges
No visible problem
Intrinsic barriers Extrinsic barriers
with existing culture
Existing culture
Desired cultural
is not harming Misaligned
norms conflict with Risk aversion Apathy Lack of urgency
organizational incentives
existing norms
performance
Most existing Desired culture Employees Behavior misaligned Lack of

norms contribute wasn’t correctly naturally risk- Formal incentives
with personal values reinforcement
to outcomes identifie averse
Cultural norms Leader actions

Problematic Behaviors seem Insufficien
have an indirect promote Informal incentives
norms are not out of reach translation
impact on risk-aversion
worth changing
outcomes

116
BEHAVIORAL FACTORS LIMIT WCA
Capability Organizational
Barriers Barriers
Explicit barriers do Implicit barriers do

Employees not Employee situation
not enable the right not enable the right
suited to the culture prevents behavior
cultural norms cultural norms
Employees’
Business operations
Wrong people Right people Role prevents Peers prevent networks does not
not optimized to
recruited not retained behavior behavior enable cultural
cultural norms
norms
Talent management
Processes do not Work environment
Manager prevents policies not
prioritize cultural doesn’t enable
behavior optimized for
norms cultural norms
culture
Resourcing
Talent processes Talent processes Organizational
decisions do not
poorly designed to directed to the structure creates
prioritize cultural
drive cultural norms wrong issues inertia
norms

117
Most employees score
slightly above the mid- WCA COMPONENT DISTRIBUTIONS
range on each of the 3
WCA components of Distribution of Employee Knowledge, Mindset, and Behavior Scores
knowledge, mindset, and
behavior.
Average Employee Scores
Knowledge
Mindset
20%
Behavior
Percentage of Employees
10%
0%
Minimum Maximum
Component Score
n = 7,502 employees.
118
Although there are some
interpersonal differences WCA BY EMPLOYEE DEMOGRAPHICS
in WCA, the separation
of scores is relatively Indexed WCA Score by Employee Demographics
small across demographic
groups. Low WCA High WCA
Baby Boomer
Millennial
Age
Generation X
Frontline
Employees
Senior Leaders
Level
Managers
Satellite Office Corporate HQ

Location
Client Site Home
Sales
Administrative Manufacturing
Function
Marketing Corporate Finance
119
Organizations across
every region and WCA BY REGION AND FUNCTION
corporate function
struggle to drive WCA. Percentage of Organizations with High Percentage of Organizations with High
WCAa, by Region WCA, by Corporate Function
Region High WCA Corporate Function High WCA
North America 15% Administrative Support 12%

Europe 10% Corporate 17%
Asia 24% Customer Service or Call Center 8%
Latin America 24% Communications 17%
Middle East or Africa 17% Engineering and Design
(excluding Software 15%
Australia and New Zealand 38%
Engineering)
Source: CEB 2017 Culture Employee Survey.
Finance or Accounting 19%
a
By ‘High WCA’ we mean respondents who scored a 6 or higher on a 7-point Human Resources, Education,
scale. 14%
or Training
Information Technology or
Systems (including Software 30%
Engineering)
Marketing or Market Research 7%
Manufacturing 22%
Operations (Service & Product
8%
Delivery)
Procurement 17%
Quality Control / Assurance 9%
Research and Development 7%
Retail (In-Store Sales and
15%
Management)
Sales (Business-to-Business) 15%
Sales (Business-to-Consumer) 13%
Supply Chain or Logistics 12%
Technician 9%
Other 7%
Source: CEB 2017 Culture Employee Survey.
120
levels struggle to drive WCA BY LEVEL AND GENERATION
WCA, while leaders
typically have higher Percentage of Employees with High WCAa, by Level and Generation
WCA than employees.
Employee Level High WCA Generation High WCA

Senior Leader 37% Millennials 17%
Manager 14% Gen X 15%
Employee 7% Baby Boomers 8%
n = 7,502 employees. n = 7,502 employees.
Source: CEB 2017 Culture Employee Survey. Source: CEB 2017 Culture Employee Survey.
a
By ‘High WCA’ we mean respondents who scored a 6 or higher on a 7-point
scale.
121
Organizations in every
industry struggle to drive WCA BY INDUSTRY
WCA.
Percentage of Employees with High WCA, by Industry
Industry High WCA Industry High WCA

Aerospace & Defense 16% NGO and Non-Profi 9%
Construction 21% Oil & Gas/Mining 13%
Consumer Goods 12% Personal Services 33%
Distribution, Delivery & Storage 9% Pharmaceuticals 9%
Education 11% Professional Services 12%
Financial Services 21% Real Estate 9%
Food & Beverage Services 12% Retail 10%
Government 8% Technology 26%
Healthcare 15% Telecommunications 19%
Insurance 14% Transportation 7%
Leisure/Hospitality 12% Utilities 6%
Manufacturing 22% Wholesale 12%
Media & Entertainment 15% Other 13%
122
The average organization
can increase WCA by up PROCESS FOCUS IMPROVES WCA
to 28% by moving from a
process-focused culture Impact of a Process-Focused Culture Playbook on WCA
playbook.
28% Increase For the average

20% organization, a 28%
increase in WCA
will provide:
Percentage of Organizations
■■ 2% increase in
YoY profitability
change
■■ 5% impact on
talent goals
10% ■■ 14% impact on
performance
■■ 11% impact on
reputation goals
0%
Minimum WCA Maximum WCA
Average Average Organization’s

Organization’s WCA WCA with Process Focus
n = 190 HR leaders.
123
Organizations with
high WCA are able to WCA INCREASES BEHAVIOR ADOPTION SPEED
get their employees to
adopt culturally aligned Organizations with High Alignment Are Able to Change Employee Behavior
behaviors more quickly More Quickly
than those with low WCA. Percentage of Organizations Achieving Majority Employee Behavior Change by
Time Since Most Recent Cultural Transformation
100%
High WCA
Low WCA
50%
0%
Less Than 2–6 6–12 12–18 Over 24
a Month Months Months Months Months
Time Since Change Initiated
n = 190 HR Leaders.
124
Organizations with high
WCA have 26% fewer WCA DRIVES SUCCESSFUL TRANSFORMATION
culture transformations.
WCA Reduces the Number of Culture Transformations Required for Success
Average Number of Culture Transformations Necessary to Achieve Targeted
Change, by WCA
High WCA organizations see a

2 26% decrease in the number
of transformations necessary
to achieve their goal.
Attempts Made to Enact Culture

1.47
Transformation
1.09
0
Low WCA High WCA
Workforce-Culture Alignment
n = 190 HR Leaders.
125
Employees that have
high levels of trust are EMPLOYEE TRUST DRIVES WCA
much more likely to
score highly on WCA on High Levels of Employee Trust Strongly Predict WCA
average. Indexed Employee WCA Score by Trust Score
■■ We calculated employee
trust level based on their
trust in managers, their 3.00
peers, HR, and their senior
leaders.
■■ Of all the potential
individuals who impact
employees’ trust, we found Indexed Employee WCA
2.12
2.12x
managers were most
impactful to determining
employees’ WCA score. 1.71x
1.71
1.50
1.00x
1.00
0.00
Low Trust Score Average Trust Score High Trust Score
Employee Trust Level
126
geographies struggle to PREVALENCE OF CULTURE UNDERSTANDING,
understand key elements
of culture. BY REGION
Percentage of HR Leaders Who Agree Their Organization Understands Each
Element of Culture, by Region
The state of The gap The aspects The How varied Ability to
your current between of your progress of or diverse understand
culture your current culture that changes to your culture the cultureb
and desired may need to the culture is
culture change or
evolve
Asiaa - - - - - -
Europe 43% 36% 14% 14% 36% 0%
Latin
50% 50% 41% 38% 34% 13%
America
Middle East
- - - - - -
or Africaa
North
38% 31% 42% 25% 20% 11%
America
Australia
or New 21% 14% 14% 14% 14% 7%
Zealand
n = 190 HR leaders.
a
Insufficient data.
b
Ability to understand culture is operationalized as organizations that agree they can measure all five of the elements to the left.
127
industries struggle to PREVALENCE OF CULTURE UNDERSTANDING,
understand key elements
of culture. BY INDUSTRY
Percentage of HR Leaders Who Agree Their Organization Understands Each
Element of Culture, by Industry
The state of The gap The aspects The How varied Ability to
your current between of your progress of or diverse understand
culture your current culture that changes to your culture the culturea
and desired may need to the culture is
culture change or
evolve
Oil & Gas/
20% 40% 40% 0% 20% 0%
Mining
Industrials 23% 23% 23% 23% 8% 0%
Consumer
50% 17% 17% 0% 17% 0%
Goods
Health Care 20% 20% 30% 20% 20% 10%
Consumer
30% 30% 20% 10% 30% 0%
Services
Utilities 47% 37% 37% 32% 26% 16%
Government 20% 20% 20% 20% 20% 10%
Financial 54% 46% 54% 46% 38% 15%
Technology 63% 50% 63% 38% 25% 25%
Other 38% 33% 38% 24% 24% 5%
n = 190 HR leaders.
a
We define understanding of culture is for organizations to understand all 5 elements of culture.
128
Senior leaders across
geographies struggle LEADER EFFECTIVENESS IN REMOVING CULTURE
to identify and address
business process barriers. PROCESS BARRIERS, BY REGION
Percentage of Organizations with Senior Leaders Who Effectively Identify and
Address Business Process Barriers to Embedding the Culture, by Region
Identifying business process barriers Addressing business process barriers

to embedding the culture to embedding the culture
Asiaa - -
Europe 20% 13%
Latin
29% 16%
America
Middle East
- -
or Africaa
North
13% 8%
America
Australia
or New 5% 5%
Zealand
n = 190 HR leaders.
a
Insufficient data.
129
Senior Leaders across
industries struggle to LEADER EFFECTIVENESS IN REMOVING CULTURE
identify and address
business process barriers. PROCESS BARRIERS, BY INDUSTRY
Percentage of Organizations with Senior Leaders Who Effectively Identify and
Address Business Process Barriers to Embedding the Culture, by Industry
Identifying business process barriers Addressing business process barriers

to embedding the culture to embedding the culture
Oil & Gas/
14% 0%
Mining
Industrials 21% 13%
Consumer
11% 0%
Goods
Health Care 18% 9%
Consumer
13% 6%
Services
Utilities 28% 20%
Government 0% 0%
Financial 11% 11%
Technology 14% 14%
Other 21% 12%
n = 190 HR leaders.
130
Employees across
geographies struggle to PREVALENCE OF EMPLOYEE BARRIERS TO
operationalize the culture
due to translation and OPERATIONALIZING CULTURE, BY REGION
tension barriers.
Percentage of Employees Who Face Key Culture Barriers, by Region
My team is able to adapt the culture I know the tradeoffs I am expected to

as needed for our specific context make in how I conduct my work
North
29% 24%
America
Europe 20% 19%
Asia 25% 21%
Latin
50% 50%
America
Middle East
28% 32%
or Africa
Australia
or New 18% 25%
Zealand
n = 3,130 frontline employees.
131
Employees across
industries struggle to PREVALENCE OF EMPLOYEE BARRIERS TO
operationalize the culture
due to translation and OPERATIONALIZING CULTURE, BY REGION (CONT.)
tension barriers.
Percentage of Employees Who Face Key Culture Barriers, by Region
My team is able to adapt the culture I know the tradeoffs I am expected to

as needed for our specific context make in how I conduct my work
Oil & Gas/
35% 17%
Mining
Industrials 32% 26%
Consumer
31% 31%
Goods
Health Care 23% 21%
Consumer
28% 23%
Services
Telecomm 26% 24%
Utilities 23% 25%
Government 23% 20%
Financial 26% 20%
Technology 28% 29%
Other 26% 23%
n = 3,130 frontline employees.
132
PREVALENCE OF CULTURE MEASUREMENT APPROACHES, BY REGION
Percentage of Organizations That Use Each Measurement Channel, by Region
culture assessment
Leader interviews
developed survey
Vendor-provided
Shadowing/work
network analysis
Other internally-
communication
communication
Organizational
Focus groups
performance
Engagement
Pulse survey
observation
Exit survey
Simulation
interviews
Employee
platforms
platforms
exercises
External
Internal
reviews
Annual
survey
Asiaa - - - - - - - - - - - - - -
Europe 86% 57% 64% 14% 21% 50% 50% 43% 64% 0% 21% 29% 14% 7%
Latin
59% 38% 50% 19% 63% 63% 34% 47% 28% 6% 16% 25% 0% 0%
America
Middle
East or - - - - - - - - - - - - - -
Africaa
North
86% 50% 73% 24% 24% 76% 45% 52% 39% 2% 2% 35% 35% 0%
America
Australia
or New 100% 57% 43% 36% 29% 57% 36% 29% 29% 0% 0% 29% 0% 0%
Zealand
n = 190 HR leaders.
a
Insufficient data.
133
Asia
Latin
North
Africa
Middle
East or
Europe
or New
Zealand
America
America
Australia
Employees do not have the
n = 7,502 employees..
21%
19%
37%
22%
45%
30%
right capabilities
Leaders are not bought-

in to the importance of
18%
19%
23%
35%
42%
46%

culture
Managers are not bought-
in to the importance of
17%
19%
23%
35%
38%
44%
culture
Frontline employees
are not bought-in to the
19%
41%
25%
23%
34%
45%
importance of culture
Complex organizational
23%
23%
26%
36%
34%
48%
structures make it difficult
Dispersed workforce (e.g.

lack of co-location) makes
19%
16%
35%
24%
36%
46%
it difficult
Hiring processes prioritize

27%
25%
53%
38%
34%
34%
the wrong people
Performance management
processes incentivize the
25%
25%
38%
34%
30%
50%
wrong things
Budgeting/resource
allocation processes
25%
25%
35%
38%
24%
45%
Percentage of Employees Who Face Each Culture Barrier, by Region
prioritize the wrong things
Decision-making processes
21%
37%
23%
23%
34%
49%
do not account for culture
Employees don’t trust

31%
57%
32%
29%
36%
42%
leaders
CULTURE BARRIERS FACED BY EMPLOYEES, BY REGION
Employees don’t trust

41%
37%
32%
55%
29%
30%
managers
Employees don’t trust each

19%
37%
23%
24%
42%
48%
other
Employees are attached

to the “old” way of doing
31%
35%
29%
42%
30%
50%
things
134
We analyzed investor
earnings call transcript OVERVIEW OF INVESTOR EARNINGS CALLS ANALYSIS
data to investigate key
trends in how CEOs are
discussing culture over Step 1 Step 2
time. Define ompany Sample Define alent Management Search Terms
We defined the ompany sample to include We focused on 14 talent management topics

companies from two major company indices: using a number of different search terms.a
1. S&P Global 1200: This index captures These topics included 2 types of categories:
approximately 70% of the world market 1. Evergreen Talent Management Topics:
capitalization, covering seven distinct ■■ Culture
regions and 30 countries. ■■ Employee Engagement
2. S&P Midcap 400: This index represents the 2. Emerging Talent Management Trends:
400 companies in US equity markets with
an unadjusted market capitalization
■■ Gig Economy
ranging from US$1.4 billion to US$5.9 billion.
■■ Minimum Wage
Source: CEB analysis; S&P Dow Jones Indices, 2017, http://us.spindices.com/. Source: CEB analysis.
Step 3 Step 4
Clean and Finalize Dataset Analyze Data
There were two steps to creating the dataset We analyzed the data based on the talent
we used for this analysis: management topics we identified ver
1. Once we defined the ompany sample time with a specific ocus on culture. Some
we used an algorithm to pull the relevant examples of analyses include:
investor earnings call transcripts that ■■ Total culture mentions
mentioned culture. ■■ Tasks organizations are asking culture to
2. We conducted a comprehensive review to drive
remove false positives and ensure the data
■■ Where in the investor call culture is
quality of the results. mentioned over time
Source: CEB analysis. Source: CEB analysis.
a
Searches were limited to the use of the terms in a talent management context and included synonyms and synonymous phrases of the terms.
135
Earnings calls show CEOs
and Investor Analysts are EARNINGS CALL CULTURE MENTIONS
mentioning culture 63%
more frequently in 2016 S&P Global 1200 and S&P MidCap 400 Culture Mentions on Investor Earning
than they did in 2010. Calls, 2010 and 2016
400
Total Culture Mentions on Investor Earnings Calls

∆ = +63% 369
227
200
0
2010 2016
Year
Source: AlphaSense.
136
Organizations are now
asking culture to perform EARNINGS CALL CULTURE MENTIONS, BY CONTEXT
more tasks than before.
S&P Global 1200 and S&P MidCap 400 Culture Mentions on Investor Earning
Calls, 2010 and 2016, by Context
Supporting Business 20 2010

Supporting Business Transformation
Transformation 83 2016
Cultural
Cultural Fit
Fit 40
67
Maintain
Maintain Legacy
Legacy Culture
Culture 26
Context in Which Culture is Mentioned 38
Customer Centricity
Customer Centricity 26
36
AchievingReveneue
Achieving Revenue Goals
Goals 30
24
Providing General Business 19
Providing General Business Description
Description 22
Leadership
Leadership 6
22
Reinforcing Core
Reinforcing Core Message
Message 11
17
Attracting and Retaining Top 8
Attracting and Retaining Top Talent
Talent 11
Supporting
Supporting Investor
Investor Confiden
Confiden ee 3
8
External Brand
External Brand 3
7
Workforce Productivity
Workforce Productivity 2
6
Improving Internal Decision- 1
Improving Internal Decision Making
Making 2
Other 32
Other
26
0 45 90
Total Culture Mentions
Source: AlphaSense.
137
CEOs mention culture
most frequently in EARNINGS CALL CULTURE MENTIONS, BY SECTION
opening statement of
earnings calls. S&P Global 1200 and S&P MidCap 400 Culture Mentions on Investor Earning
Calls, 2010 and 2016, by Call Section
2010
2016
148
Opening
247
Section of Investor Earnings Call
Answers 66
to Investor
Questions 101
8
Investor
Questions
14
5
Final Remarks
6
0 50 100 150 200 250

Total Culture Mentions
Source: AlphaSense.
138
CEOs and analysts
discuss culture in EARNINGS CALL CULTURE MENTIONS, BY CONTEXT
a variety of ways,
throughout earnings calls. AND SECTION
■■ Cultural fit and M&A S&P Global 1200 and S&P MidCap 400 Culture Mentions on Investor Earning
related topics are brought
up the most across
Calls, by Context and Call Section
earnings calls.
Final
■■ Analysts are most
interested in asking Opening Question Answer Remarks Total
questions about
Supporting business transformation 48 10 25 0 83
supporting business
transformations. Cultural fit 29 1 35 2 67
Maintain legacy culture 31 0 6 1 38
Putting the customer at the center of our work 33 0 3 0 36
Achieving revenue goals 19 0 5 0 24
Specific o leaders 19 1 2 0 22
Reinforcing core message 13 0 1 3 17
Attracting and retaining top talent 6 0 5 0 11
Supporting investor confiden e 6 0 2 0 8
Having a strong external brand 6 0 1 0 7
Having a productive workforce 4 1 1 0 6
Improving internal decision-making 1 1 0 0 2
Other 31 0 17 0 48
Source: AlphaSense.
139
Organizations are asking
culture to support many CEO QUOTES ABOUT CULTURE GOALS
talent goals.
Category of Goal CEO Is
Asking Culture to Support Selected CEO Quote
Workforce Productivity “But what really matters about this new organization is it’s driving
a culture of higher collaboration and commitment to further
advance safety and productivity, to get more people coming to
work with a real can do attitude.”—BHP Billiton
External Branding “Brand awareness is another important component for growth.”
—Ameriprise Financial
Supporting Business “The Way Forward Plan is built on two key parts. The fir t is
Transformation consumer facing [and] the second part is about evolving the
operating model. Underlying both of these two parts is the
foundation of strengthening the leadership team and culture as
well as developing a strong economic model.”—Citrix Systems
Maintaining Legacy Culture “Our third-quarter results continue to demonstrate progress in
our strategic initiatives. We stayed focused against our strategy
of driving integrated communication and execution across our
priority trademark brands, and it is driving good results. We
continue to build our culture of continuous improvement with
meaningful results.”—Dr. Pepper Snapple Group
Providing General Business “We have a culture of continuous improvement and sound expense
Description management throughout the cycle but we also have a strong
desire to grow over the long term. As such, we will continue to
invest in our strategic initiatives that are in the works and continue
to look for more of these opportunities.”—Graco Inc.
Supporting Investor “The results we reported today are a direct result of the strategic
Confidence work, persistence and tenacity of the talented people that
represent the unique culture we’ve built. I’m proud of our people
who continue to deliver for our customers and our shareholders.
Our momentum is strong as we conclude the year and head into
2017.”—Ingersoll Rand
Source: AlphaSense.
140
CEOs’ concerns about
talent capability gaps CEO INVOLVEMENT IN CULTURE MANAGEMENT
are translating to greater
involvement in managing Percentage of Organizations with CEOs Playing an Active Role in Culture
culture. Management Activities
■■ An increased CEO focus
on culture makes culture
management a top priority 69% 68%
70%
for heads of HR.
58%
35%
0%
CEO Discusses Culture CEO Solicits for Input CEO Is Heavily
During Leadership on Culture from Involved in Managing
Meetings Leadership Culture Strategy
n = 190 HR leaders.
141
CULTURE “RACI” MODEL BENCHMARK
Primary Owner of Each Task by Stakeholder
Culture
specific No
Board of Senior Middle team or primary
CEO Directors CHRO C-Suite Leaders Managers HRBPs function Other owner
Defining cultu al mission/vision/
39% 10% 4% 35% 7% 0% 0% 1% 2% 2%
values
Translating values into specific

5% 2% 32% 16% 19% 4% 3% 13% 1% 6%
behaviors
Communicating with employees

11% 0% 15% 14% 26% 8% 5% 12% 1% 9%
about the culture
Role modeling the culture 5% 1% 11% 24% 33% 6% 1% 5% 3% 11%
Measuring/assessing the culture 1% 1% 45% 2% 3% 1% 10% 28% 1% 7%
Identifying talent process barriers

2% 1% 35% 4% 5% 3% 23% 17% 3% 9%
to embedding culture in workfl w
Identifying business process barriers

2% 1% 7% 15% 23% 10% 12% 9% 2% 19%
Addressing talent process barriers

1% 1% 27% 6% 16% 5% 15% 16% 4% 9%
Addressing business process barriers

2% 1% 8% 14% 25% 12% 9% 7% 3% 18%
n = 190 HR leaders.
142
Many organizations have
values that emphasize PREVALENCE OF ORGANIZATIONAL VALUES
a customer focus,
results-orientation, and Percentage of Organizations Emphasizing Each Corporate Value
innovation.
Customer Focus 64%

Results-oriented 49%
Innovation 47%
Accountability 42%
Collaboration 38%
Performance 35%
Leadership 33%
Integrity 32%
Agility 25%
Eﬃciency 23%
Trust 18%
Hard Work 12%
Safety 11%
Empowerment 11%
Transparency 8%
Entrepreneurial 8%
Passion 7%
Honesty 7%
Energy 5%
Respect 5%
Diversity 3%
Pride 2%
Creativity 2%
Openness 2%
Fun 1%
Other 5%
0% 35% 70%
n = 190 HR leaders.
143
Although half of
organizations have PREVALENCE OF CULTURE ROLES AND TEAMS
a Culture CoE within
HR, organizations are Most Organizations Have a Culture-Focused Team Within HR
experimenting with other Percentage of Organizations Using Each Culture-Specific Role or Function
structures to manage
culture.
Culture-Focused Team or Center of

51%
Excellence Inside HR
Working Group of Leaders, Managers,

29%
or HIPOs Focused on Culture
Other 18%
Formally Identified Cultu e Champions 14%
Chief Culture Officer 9%
Culture-Focused Team or Center of

9%
Excellence Outside of HR
Culture-Focused Subcommittee of the

5%
Board of Directors
0% 30% 60%
n = 190 HR leaders.
144
Most organizations
measure culture annually PREVALENCE OF CULTURE MEASUREMENT APPROACHES
and use a variety of
channels to measure their Percentage of Organizations Using Each Percentage of Organizations Who
culture. Measurement Channel Assess Culture with Each Frequency
Engagement Survey 82%

More
Focus Groups 67% Often Than 8%
Quarterly
Exit Survey 64%
Pulse Survey 50%
Leader Interviews 46% Quarterly 7%
Employee Interviews 43%

Annual Performance 39%
Reviews
Vendor-Provided Culture 33% 54%
Survey Annually
Internal Communication 31%
Platforms
Other Internally- 24%
Developed Survey
External Communication 19% Less Than 19%
Platforms Annually
Other 9%
Shadowing/Work 7%
Observation One-Time
Simulation Exercises 3% Cultural 13%
Organizational Network Assessment
Analysis (ONA) 1%
0% 50% 100% 0% 30% 60%
n = 190 HR leaders. n = 190 HR leaders.
Source: CEB 2017 Culture Benchmarking Survey. Source: CEB 2017 Culture Benchmarking Survey.
145
Few HR leaders have
confidence in their ORGANIZATIONS LACK AWARENESS OF THEIR CULTURE
ability to understand the
existing culture at their HR Leader Confiden e in Culture Measurement
organization. Percentage of HR Leaders Confident They Understand Various Aspects
of Their Culture
39%
40% 35% 33%
25% 24%
20%
0%
Current State The Aspects of Gap Between The Progress How Varied
of Culture the Culture That Current and of Changes to or Diverse the
May Need to Desired Cultures the Culture Culture Is
Change or Evolve
n = 190 HR leaders.
Source: 2017 Culture Benchmarking Survey.
Only 10% of HR Leaders Agree Their Organizations Understand All Five Aspects of Culture
n = 190 HR leaders.
Source: 2017 Culture Benchmarking Survey.
146
Lack of trust and
misaligned talent CULTURE BARRIERS FACED BY EMPLOYEES
processes are the main
barriers, preventing Most Frequently Reported Barriers to Culturally Aligned Behaviors
employees from enacting Percentage of Employees Reporting Each Barrier
culture.
Lack of Employee Trust in Senior Leaders 33%

Lack of Employee Trust in Managers 33%
Legacy Cultural Behaviors 32%
Hiring Processes Prioritize the Wrong People 29%
Misaligned Performance Management 28%

Resources Misallocated 28%
Complex Organizational Structure 27%
Lack of Employee Trust in Other Employees 27%
Lack of Employee Buy-In 27%
Misaligned Decision-Making 25%
Leader Buy-In 25%
Workforce Dispersion 25%
Lack of Manager Buy-In 25%
Lack of Employee Capability 24%

0% 20% 40%
147
Organizations that spend
more on their culture VENDOR SPEND DOESN’T DETERMINE SATISFACTION
vendors have the same
satisfaction level as those Culture Vendor Spend and Satisfaction
who spend less. Total Spend and Satisfaction with Culture Vendor
Highest8
Satisfaction
7
No Significant
Satisfaction with Culture Vendor Correlation
6
1
Lowest
Satisfaction0
0
$0 50,000
$50,000 100,000
$100,00 150,000
$150,000 200,000
$200,000 250,000
$250,000 300,000
$300,00 350,000
$350,000
Total Spend on Culture Vendor (USD)

n = 33 HR leaders.
148
To understand how
employees experience CAPTURE MOMENTS THAT FORM CULTURE EXPERIENCE
culture, organizations
need to understand Understand Employees’ Everyday Work, As Well As Talent Management Experiences
the everday work WCA Variance Explained by Type of Employee Experience
experiences, as well as
the talent management
experiences, that Formal talent management experiences
that HR can easily access and observe
drive employees’
are only a portion of the employee
understanding of the experiences that influen e WCA.
culture.
100%
100%
WCA Variance Explained
51%
50%
50%
49% 49%
0%
0%
Talent Management Everyday Work
Experiences Experiences
Talent Management Experiences Everyday Work Experiences

■■ Formal training ■■ Receiving IT support
■■ Annual performance reviews ■■ Dealing with a difficult manag
■■ Organization-wide communications ■■ Managing a high-stakes project
149
SFG helps personalize
employee interactions SFG’S PERSONALIZED CULTURE COUNSEL TEAMS
with the culture, creating
the trust necessary to SFG’s Culture Counsels
ensure that employee
feedback is frequent and
honest. ■■ Composition: 5–12 employees at each location, rotating every
■■ Personalizing culture 18 months, with two members taking a second term to maintain
orientation builds trust continuity.
by providing employees ■■ Mission: Foster a community where employees learn together, inspire
a peer with whom they
can easily share informal one another and create value for the success of the organization.
feedback. ■■ Method: Rely on frequent and honest employee feedback to identify
■■ Empowering employees cultural challenges.
with new-hire breakfasts
builds trust by signaling
the importance of the
culture and giving
employees a safe space to Three Ways SFG Builds Trust for Employee Feedback Using Culture Counsels
provide culture feedback.
■■ Offering informal feedback
1. Personalization Through 2. Empowerment Through 3. Informal Feedback
opportunities builds trust
by providing additional Cultural Orientation New-Hire Breakfasts Opportunities Through
opportunities for Pop-up Culture Sessions
employees to engage with
the Counsel.
The Culture Counsels include The Culture Counsels The Culture Counsels offer
cards in new-hires’ “Day 1” sponsor new-hire breakfasts “pop-up” culture sessions on
Company Snapshot materials and introduces with leadership to discuss rotating themes in the entry
each new-hire to a member employees’ role in areas of their work sites.
Sammons Financial of their Counsel. supporting the culture.
Group Source: Sammons Financial Group; CEB analysis.
Financial Services
2016 Revenue: US$880 Million
Employees: 1,500
Headquarters: Des Moines, IA
150
High levels of employee
trust contribute to HR’s TRUST IS THE FOUNDATION OF CULTURE STRATEGY
confidence in their ability
to accurately assess SFG Employee Trust Levels CEB Benchmark on Employee Trust
SFG’s culture. Favorability Scores from SFG’s Index and HR Confiden e in Culture
■■ This foundation of Employee Engagement Survey Understanding
trust allows HR to have Results from CEB’s 2017 Culture
confiden e they can Benchmarking Survey
diagnose cultural barriers
as they arise. 100% 2.00
Average Organization SFG
■■ SFG has a 56% higher 85%
employee trust index and 1.56
1.56x
72% 1.46
1.46x
46% higher confiden e in
culture understanding than
the average organization. 1.00x
1.00 1.00x
1.00
50% 1.00
0% 0.00
Employee Trust in Employee Trust in Employee Trust HR Confiden e in
Coworkers Senior Leaders Indexa Culture Understanding
n = 190 HR leaders.
a
The trust index is based on employee’s trust in leaders, managers, and
SFG scores as top decile “Open and Trusting employees.
Work Environment” based on McKinsey’s
Organizational Health Index and top quartile
for employee engagement levels.
Source: Sammons Financial Group, McKinsey’s Organizational Health Index.
8 out of 10 most
recent comments on
Glassdoor explicitly
praise the culture.
Source: : Glassdoor.com, retrieved 8/4/17.
151
Q&A WITH SVP AND CHRO, ANNE COOPER
Why are these groups called Culture “Counsels”?
Our teams are more focused on counseling employees on the culture, rather than serving as a formal
council. We decided naming the groups “Culture Counsels” better reflects this purpos .
What does the Culture Counsel do with the information they receive?
There is a member of the OD team on each Counsel, and the Counsels coordinate closely with the HR
leadership team to take the necessary action based on what we are hearing from employees.
How does SFG use their Culture Counsels in their broader culture strategy?
Anne Cooper Our counsels serve as a cultural intermediary between our senior leaders and our frontline employees.
We provide quarterly updates to our executive team on how our culture initiatives are progressing, as well
Senior Vice
as share feedback the current cultural mood.
President and
Chief Human The Culture Counsel chairs also meet with their respective site leader each month for site culture updates
Resources Officer, and feedback. These site leaders are executive leaders in our organization.
Sammons Financial
Group What other metrics does SFG use to assess their progress for cultural initiatives?
We use a number of metrics to assess the progress of our culture initiatives including:
■■ Measuring actions leaders and employees take to support the culture
■■ Engagement and turnover data
■■ Assessing strength of leader and manager leadership styles
■■ Measuring how day-to-day work gets done
■■ Social media ratings and comments
How do remote workers engage in the culture at Sammons?

16% of our workforce works remotely, but these employees are also actively engaged in the culture, just
like our other employees. Remote new-hires also receive a welcome packet and call from a member of
their Culture Counsel as part of Day 1 onboarding. All employees (including our remote employees) attend
in-person foundations trainings, which are dedicated to organizational development through intentional
culture shaping. As part of these trainings, employees are introduced to a member from Culture Counsel.
Additionally, we have remote employees who serve as Counsel members. This ensures the perspective of
remote employees is taken into account as the Counsel works on cultural initiatives.
152
Cisco identifies and
manages the highest IDENTIFY HIGH IMPACT EMPLOYEE EXPERIENCES
impact employee
experiences. Cisco Identifies and Manages the Moments hat Matter Most to Employees
■■ When two employees saw
an opportunity to improve “Cisco realized each employee had different milestones and things he or she cared about that
the Cisco employee shape his or her experiences.”
experience, their manager
encouraged them to dive Jacob Morgan
deeper and explore more. The Employee Experience Advantage
■■ The two employees
conducted their own focus
groups and presented
their findings o the Chief 1. Employee-Defined Moment 2. Ongoing Management of Moments
People Officer and some Goal: Identify which moments employees Cross-functional teams, each assigned to a
of her team.
care about most during their career journey specific moment, design and continuously
■■ Struck by their work and improve these experiences.”
feedback, the Chief People
Officer asked them to
scale their efforts globally
and identify the moments Inputs:
1. Focus Groups What does a
that mattered most to
2. Surveys good day at
Cisco employees.
3. Discussions Cisco look like?
■■ With input from focus
groups, surveys, and
discussions, Cisco landed
on 11 moments.
Cisco assigns a cross- Team Assignments:

Output:
■■
functional team to each Create a robust road map for each moment that
moment. These teams
11 Moments That Matter
connects technology and the human touch.
focus on designing and
continuously improving Source: Jacob Morgan, The Employee Experience Advantage; The Future of Work Podcast, “Why The Future of Work is All About People”;CEB analysis.
these experiences.
■■ Team members include an
executive sponsor, a few
HR experts, and a group of
individual contributors.
153
Cisco’s moments that
matter have captured IDENTIFY HIGH IMPACT EMPLOYEE EXPERIENCES
the employee experience
from the employee’s Cisco’s Moments Go Beyond Traditional Talent Management Experiences
perspective, not the
organization’s.
“In a sense these moments have become the new employee life cycle from the actual perspectives
of the people who work there as opposed to how Cisco thinks the employee life cycle should look.”
Jacob Morgan
The Employee Experience Advantage
“Our new saying is

that one size fits one
and it’s the belief that Source: Jacob Morgan, The Employee Experience Advantage; The Future of Work Podcast, “Why The Future of Work is All About People”;CEB analysis.
we’re going to be a lot more
customized. Success for us
isn’t trying to have the exact
same experience in Bangalore
as we do in San Francisco.”
Francine Katsoudas
Chief People Officer
Cisco
154
VIRAL CULTURE CHANGE
Overview
In 2013, ING’s new CEO wanted to take the company in a new strategic direction. He realized that
in order to implement lasting change, ING needed to redefine the ompany culture. However,
the 2008 financial crisis had left empl yees change fatigued. The organization had to find a ay
to get the understandably skeptical workforce to embrace its new direction and purpose. In
response, it embarked on an employee-focused cultural rebranding initiative.
Solution Highlights
Involve Employees by Demonstrating the Value of Their Contribution

ING drives employee participation in its culture initiative by making it easy to participate and by
emphasizing how the change will benefit empl yees and their colleagues.
Enable Teams to Embed the New Culture
ING isn’t afraid to be hands-off with localiz tion; while the behaviors don’t vary, ING enables
teams to interpret what the culture means for them in their business group or location.
Launch and Live the New Culture; Don’t Launch and Leave It
ING continuously seeks feedback and launches initiatives to sustain the change.
Company Snapshot
ING Group
Industry: Banking ING Group is a global financial in titution with a
2015 Sales: €16.55 Billion European base, offering retail and wholesale banking
services to customers in over 40 countries.
2015 Employees: More Than
50,000
Headquarters: Amsterdam
155
ING had to redefine
its culture to support TODAY’S RAPID CHANGE LEADS TO CHANGE FATIGUE
necessary strategic shifts,
but employees were ING Has Been Through a Lot of Change, with More to Come
fatigued by the very idea
of more change.
■■ The financial crisis Bank announces new
forced ING to spin off
all non-bank business, October 2008 “Think Forward” strategy
reducing staff f om
130,000 to 50,000 and “The Netherlands to Provide
resulting in widespread $13 Billion to the ING Group”
disengagement.
■■ In 2013, ING appointed
new CEO Ralph Hamers,
who realized that in order 2008
for a strategic shift to take
hold, employees needed “Breaking up: A dramatic
to pull together around a
redefined cultu e.
restructuring for ING. Which big
European bank is next?”
Source: ING Group; CEB analysis.
Employee Change Fatigue Could Impede Successful Strategic Shift
“I can’t take any

“ING just
more change.
isn’t the company
It never works “Now that I’ve laid out my vision and
it used to be…”
anyway.”
purpose for ING, how do we get an
understandably skeptical workforce
to buy into this new direction?”
Ralph Hamers
Chief Executive Officer
ING Employees
156
To overcome change
fatigue and employee TAKE A “VIRAL” APPROACH TO IMPLEMENTING
distrust, ING focuses on
making the change fun CULTURE CHANGE
and interactive.
2014 2015 2016
■■ Instead of a select
Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
group of leaders and
employees identifying
a list of valuable traits
Collect Ongoing Feedback
and cascading it down,
ING identifies xisting
unwritten norms with Conduct Create Launch Embed Culture Collect Launch Launch
the help of the entire Analyze
Initial Orange Orange and Support Initial Pulse Kudos
workforce and rewards Results
Survey Code Code Implementation Feedback Check Tool
employees for embracing
them.
■■ By making it easy for
employees to give each 1. Involve employees by 2. Enable teams to embed 3. L
aunch and live the new
other feedback, ING demonstrating the value the new culture. culture; don’t launch and
prompts employees to of their contribution. leave it.
share the survey and Prevent the behaviors from
discuss the change. Overcome employee fatigue being locally irrelevant or Sustain the change over
with feedback requests by: overly complex by: time by:
■■ Convincing employees ■■ Using simple, consistent ■■ Seeking employee
their feedback is taken language to describe feedback on the strength
seriously, behavioral expectations, of the culture quarterly,
■■ Making sure employees and ■■ Acting on employee
know they are the focus of ■■ Enabling teams to act on feedback and providing
the change effort, and behaviors in a way that’s tools that support the
■■ Creating short surveys appropriate for their culture, and
and eye-catching function and geography. ■■ Adapting performance
communications so it’s management processes to
easy and fun to contribute. reinforce the culture.
157
ING’s change effort
resulted in its new MAKE CULTURAL NORMS EXPLICIT WITH
Orange Code, which
sets out the behaviors THE ORANGE CODE
all employees need to
enact to drive collective
success.
■■ ING’s Change Team
consists of members from
HR, Communications,
and Branding, so it has a
diverse set of skills and
perspectives regarding
culture.
■■ ING involves employees in
sourcing and defining the
behaviors it includes in the
Orange Code.
■■ The Orange Code
outlines ING’s three
major behaviors and four
exemplary behaviors that
correspond to each.
■■ The Orange Code
behaviors are written as
imperatives that inspire
independent thought and
action.
158
ING encourages
employees to INVOLVE EMPLOYEES BY DEMONSTRATING
participate in surveys
by demonstrating the THE VALUE OF THEIR CONTRIBUTION
value of participation and
reducing survey length. Employees Define the O ange Code Through Survey Participation
■■ ING uses an employee
Shift Employee Expectations
survey to source and
define the O ange Code To show employees their survey contributions are
behaviors. Responsibility truly valued, ING bases its behaviors survey off the
results of prior employee engagement surveys.
■■ To drive participation, You keep your promises. No exceptions.
ING signals to employees
that their opinions matter You are known for speaking frankly, and telling
from the very beginning it like it is.
of the process by building

You treat people with respect, regardless of
surveys based on past their position or what you think of their opinion;
survey responses. you speak
to the cleaner as you speak to the CEO.
■■ To ensure the selected
You share information openly and
values aligned with ING’s
enthusiastically.
strategic purpose, the
Change Team consulted When you disagree you separate the
with leaders, asking them personality from the issue.
what culture would enable
You think before you speak and articulate
them to deliver on the new clearly what you are, and are not, trying to do.
strategy.
Your team trusts you to back them up.
■■ Shortening the length of
the survey by randomly Your colleagues feel comfortable challenging
assigning only 15 behaviors your assumptions and biases.
per survey makes it easy

for employees to give
feedback.
■■ The Orange Code clearly
reflects the beh viors Reduce Time Investment
selected by employees,
In order to create interesting surveys employees want to share,
reinforcing the importance
ING randomly assigns employees only 15 behaviors to evaluate,
of their input.
rather than asking them to evaluate the full list of 100 behaviors.
1
159
To create a viral culture
change, ING enables INVOLVE EMPLOYEES BY DEMONSTRATING
employees to share the
survey while recognizing THE VALUE OF THEIR CONTRIBUTION (CONT.)
one another for their
positive enactment of Employees Make the Survey Go Viral by Sending Compliments
the culture.
■■ The survey features a
compliment mechanism
on the final page th t
enables participants to
praise colleagues who
demonstrate the behaviors
necessary for success.
■■ The complimentary
message congratulates
recipients on their
exemplary behavior and
contains a link asking them
to take the survey. Over half
Allowing employees to of all survey
■■
At the end of the survey,
applaud one another and participants shared
participants have the
share the survey not only the survey via opportunity to congratulate an
helps the survey go viral but the compliment employee who exemplifies the
also reinforces the focus of page! company culture.
the culture change: helping
employees help themselves
and one another. ■ Those nominated for
compliments receive
■■ Over 13,000 employees an animated e-mail
completed the survey. To: Lisa Van Dijk congratulating them and
From: David Meijer asking them to take the
Re: Kudos survey.
“Employees liked
sending each other ■ This enables surveys to go
A coworker just sent you a compliment
compliments so much viral: when employees send
because of your inspiring behavior! compliments to one another,
that we started receiving
e-mails from employees Click here to take our survey and send kudos. the messages ask recipients
asking to take the survey to take the survey themselves.
again so they could send
more kudos!” Source: ING Group; CEB analysis.
Irene Duyn
Manager, Brand Engagement SITUATION OVERVIEW COMPONENT 1 COMPONENT 2 COMPONENT 3 RESULTS
ING Group
160
ING supports teams as
they put the Orange ENABLE TEAMS TO EMBED THE NEW CULTURE
Code into action in a way
that’s appropriate for ■■ Expecting employee values to vary across geographies and business units, ING controlled for
their contexts.
business unit and location when analyzing responses.
■■ Although ING expected ■■ Ninety percent of ING employees value the same 12 Orange Code behaviors; however, the ways
employee responses teams enact these behaviors vary based on geography and business unit.
to vary by geography, ■■ Local HR and Communication teams work together to help teams use the materials effectively.
seniority, and business
unit, it ultimately found 12
of the 15 top behaviors are
the same across business Orange Code Interpretation Aid
areas. You take it on and make it You help others to be successful You are always a step ahead
happen
■■ ING accepts that behaviors
such as “Be generous with ■ Be an energetic source
You take it on and make it happen
■ Seek what’s best for ING—not
You help others to be successful
■ Always think of the customer
You are always a step ahead
compliments,” and “Be of progress, change, and for you or your group first
improvement
an optimist” may have ■ Be open and actively share ■ Lead by example
Treat others assource
you wish to be information and for
expertise
slightly different outcomes Evaluate carefully, then actfirst
Desirable
Desirable
Desirable
■
■■ Be an energetic of progress, ■■ Seek what’s best ING—not for ■■ Always think of the customer
treated and improvement
change, Invest
you timegroup
or your in people quickly
depending on the country. Lead by example
■
■■
Be generous
Treat others aswith
you compliments
wish to be Be open and
Celebrate actively shareas a
achievements Be relentlessly curious:
then acttry to
■
■■ ■
■■ ■
■■ Evaluate carefully, quickly
treated
Be clear with others on what information
team and expertise learn something new every
ING encourages teams ■
Desirable
Desirable
Desirable
■■ ■■ Be relentlessly curious: try to learn
yougenerous
Be intend to achieve
with compliments Invest
Exposetime in people week
to use the Orange Code others to new
■■ ■■
■
something new every week
Invite
Be clearsuggestion: to be
with others on what you opportunities
Celebrate achievements as a team Replicate goodpractices:
practices:
materials in conversations
■■ ■■
Replicate good copying
■
■■
intend to achieve
challenged is not to be criticized Expose copying ideas is encouraged
about team goals and
■
■■ Dare toothers to new opportunities
disagree—while ideas is encouraged so long as the
■■ Invite suggestion: to be challenged respecting the ideas, thoughts, so long asisthe
originator originator is
credited
Dare to disagree—while respecting
behaviors.
■■
is not to be criticized andideas,

feelings of others credited
the thoughts, and feelings of ■■ Seek solutions, not problems
others ■■ Seek
Be an solutions,
optimist not problems
■■ Blame circumstance, process or ■■ Confuse consensus with
■■
others collaboration ■■ Be an optimist

■■ Not know when to step back ■■ Hide your real intentions ■■ Only listen to opinions that agree
with your own
■■
■
Ignore or
Blame excuse poor performance
circumstance, process or
■■
■
Say: its not
Confuse my problem
consensus with ■ Only listen to opinions that
Undesirable
Undesirable
Undesirable
■■ Look for what’s wrong with new
■■ Do anything that would embarrass
others ■■ Put hierarchy or process ahead
collaboration agree with your own
approaches instead of what’s good
Undesirable
you or ING if it were known of doing what’s best for ING

■ Not know when to step back ■ Hide your real intentions ■
■■
Look for what’s wrong with new
Overcomplicate
■■ Take uncalculated risks or confuse ■■ Think you have a monopoly approaches instead of what’s
■ Ignore or excuse poor
a personal appetite for excitement
■ Say: ■■ ING
its not my problem
on good ideas uses the same simple, intuitive language
Hide mistakes
Undesirable
Undesirable
■■
performance good
with ING’s obligations to be ■
■■ Put hierarchy
Exclude others or process in every
ahead countryInventoutline
to which
solutions to behaviors are
problems
■■
sensible
Do anything that would of doing what’s best for ING Overcomplicate
desirable and undesirable under the Orange Code.
■
■
someone has already solved
■■ embarrass
Put off until you or ING
tomorrow if itcan
what were
be Think you have a monopoly
■ Hide mistakes
Respond to complexity or
■■ Certain behaviors will look different in different
■ ■■
known
done today on good ideas Invent solutions
uncertainty to problems
by avoiding
■ decisions
■ Take uncalculated
Wait to be told whatrisks
to door ■ Exclude others
geographies, and ING encourages
someone teams to
has already solved
confuse a personal appetite discuss how toRespond
act ontothe behaviors
complexity
■ or given their
for excitement with ING’s environment. uncertainty by avoiding
obligations to be sensible decisions
Source: ING Group;
■ Put off CEB
untilanalysis.
tomorrow what can
be done
Note: Full image today
is in the appendix.
■ Wait to be told what to do
161
To help employees
embed and sustain the LAUNCH AND LIVE THE NEW CULTURE,
Orange Code in their
day-to-day lives, ING DON’T LAUNCH AND LEAVE IT
periodically collects
employee feedback and 1. ING Deploys Quarterly Employee 2. ING Regularly Releases Tools to Sustain
responds by launching Polls to Obtain Feedback Behaviors
additional Orange Code
support.
ING launches surveys every two to four ING provides new tools every six to eight months to enable
■■ Surveys since the launch months to gauge belief in and awareness employees to reward and evaluate one another on the
of the Orange Code ask of the Orange Code and to understand Orange Code. For example:
employees what the what employees need to embed the
Orange Code means to culture.
them, what problems
they have embracing the 1 Kudos Tool: Seeing the
Thanks for submitting success of the kudos feature
Orange Code, and how
a kudos! in the initial survey, ING
management can help Short Survey
them better live up to the Three Months Post-Launch: You’ve been entered launched a dedicated tool
Orange Code. in a raffle o win a trip! that enables employees
How can we help you live up to the to recognize each other’s
■■ Based on employee
Orange Code? contributions.
feedback, HR and
Branding launched Team-Facilitated Workshops
additional Orange Code
tools, better enabling Training ING employees have
employees to give shared 160,000 kudos,
Tools for Collecting Feedback
feedback to one another. and 60% of employees
Orange Code Mentors have registered as users
of the compliment feature.
Permanent Kudos Tool
1. T
akes responsibility for getting it
done, keeps promises and takes the
Source: ING Group; CEB analysis. consequences 2 Orange Code Pulse Check:
2. D
elegates to motivate others, maintains ING responds to employee
momentum and creates impact
requests for feedback by
3. Asks actively for help and feedback
creating individual and team
4. S
peaks up—crediting good work and
having the courage to confront poor assessment tools
performance
(see next page).

Note: See appendix for full form.
162
ING launched the Orange
Code Pulse Check in LAUNCH AND LIVE THE NEW CULTURE,
direct response to
employee poll results. DON’T LAUNCH AND LEAVE IT (CONT.)
■■ Post-launch polls revealed
that employees particularly
Users Decide How to Apply the Pulse
wanted support with
Check
building a stronger
feedback culture at ING. ■■ Users rate themselves on each of the
12 Orange Code behaviors and have
■■ The Orange Code Pulse colleagues fill it out about them
Check allows employees ■■ Teams discuss the results as a group
to compare their ratings of
in order to identify and correct
themselves to coworkers’
communication and behavioral
ratings of them.
issues within the team.
■■ Teams then use the Pulse ■■ Pulse Check tools strengthen
Check results to steer feedback behaviors and drive
discussions of team continuing conversations about the
communication and Orange Code.
culture.
Orange Code
Getting started with the Orange Code Pulse Check
■■
Ambassadors (1–2 HR
or Communications
employees per country) To get started in working with the Orange Code we first need to know how well we’re currently
push support materials doing. The Orange Code Pulse Check is all about helping you and/or your team to see how well
through the ING intranet you’re acting in line with the Orange Code behaviours. By identifying areas for improvement, it aims
and team leaders. to help individuals and teams start open conversations about their behaviour and how well they’re
working together.
It is not a formal performance management evaluation tool. Instead, it enables you to identify areas
for improvement in a quick and easy way. You can choose to keep the information collected
confidential or share with anyone you wish. It’s up to you. The tool can be used in one or all of the
following three ways:
• Self-reflection - You can use it to assess your own behaviour and draw your own conclusions.
• Peer perception - You can use it to ask others how they see your behaviour – like an informal
360 degree exercise.
• Team collaboration - You can use it within your wider team as a discussion starter around
team behaviour and ways of working together.
Getting started for you as an individual
Note: See appendix for full form.
Use the tool to obtain information on your own performance.
Self-reflection
1. If required, first enable the content of the Excel form (see option in top left hand corner). 163
2. Simply complete the “Orange Code Pulse Check – Individual” Excel form with scores that you
feel are a fair assessment of your behaviour.
Employees at ING have
embraced the new CHANGE BECOMES ENERGIZING AND SUSTAINABLE,
culture quickly and fully.
NOT DIFFICULT AND FATIGUING
The Orange Code Has Changed the Way ING Does Business
■■ Employees use the Orange Code in everyday communication (e.g., to give direct, potentially
uncomfortable, feedback).
■■ The Orange Code unlocks the power of positivity by encouraging employees to give compliments
and celebrate successes.
■■ Some regions have incorporated an Orange Code assessment in their hiring processes, which ensures
cultural fit or those selected.
■■ All employees worldwide set performance targets based on Orange Code behaviors, which are included
in their performance evaluations and reflec ed in financial and nonfinancial benefi
High Awareness of Orange Endorsement of Orange Code Behaviors

Code Behaviors Percentage of Employees Who Agree the
Percentage of Employees Orange Code Helps ING Reach Its Goals
93% 71%
Aware Agree
Source: ING Group, CEB analysis. Source: ING Group, CEB analysis.
164
Q&A WITH IRENE DUYN, BRAND ENGAGEMENT
What was the key turning point that drove management to pursue a cultural rebranding?
In 2013, our new CEO, Ralph Hamers, was appointed. Ralph realized that in order for a strategic shift to take hold,
employees needed to pull together around a redefined cultu e. He constantly emphasized that he was a listener,
not a talker, and that the best ideas did not come from him.
How did you assemble the team that created the Orange Code?
Team members came from HR, Communications, and Internal Branding, although the team did not report up through
any of our respective departments. It was its own mixed-responsibility team, and since we didn’t perform activities
Irene Duyn that were strictly HR, strictly Communications, or strictly Branding, it didn’t seem right to be more accountable to one
function over the others.
Manager, Brand
Engagement How would you describe the communication style you used to launch your initial survey?
ING Group It was personalized and demonstrated our listening focus. We translated survey invitations into each local corporate
language and sent employees e-mails from their respective local CEOs asking them to participate so that the
initiative would be inclusive of all employees. We also very consciously designed the communications and surveys,
incorporating funny Superman cartoons and used intentionally conversational language and admitted our uncertainty.
The e-mails started with, “We don’t know it all, so we want to hear from you.”
What information did you pull together to get started on this employee-driven culture change?
Previous engagement surveys told us that employees generally valued “responsibility, collaboration, and agility.”
While the information is meaningful, the behaviors are too vague to be actionable. We used these three traits to
create a list of 100 specific beh viors and asked employees to evaluate the more specific beh viors.
Did you take any additional measures to guide local leadership through the transition?
Because this was a global initiative, we asked every country to make a plan for 2015 based on McKinsey’s four pillars
of culture change: role modeling, a compelling story, reinforcement systems, and the skills required for change. This
meant the leaders in each country had to role model the culture, employees needed to understand the strategy
behind the change, we altered structures and process to reinforce the Orange Code, and we had to provide training to
help employees make the change.
What made you realize that a hands-off approach to localization was best?
We were fully prepared to see different behavioral preferences based on location and business unit. However, we
surprisingly found that, across all business groups and countries, our employees valued the same set of behaviors.
Of course, the way they enact these behaviors varies greatly because behaviors such as “speaking up” and “taking
responsibility” mean different things in different contexts.
How have the teams embraced the Orange Code differently?

All local leadership teams have incorporated the Orange Code into trainings, evaluations, and personnel selections,
which enables them to reinforce the culture and select employees based on cultural fit; while others choose o use
the tools such as the Orange Code Pulse Check and the Feedback Tool more informally.
165
ORANGE CODE BEHAVIORS
You take it on and make it happen You help others to be successful You are always a step ahead
■■ Be an energetic source of progress, ■■ Seek what’s best for ING—not for ■■ Always think of the customer first
change, and improvement you or your group ■■ Lead by example
■■ Treat others as you wish to be ■■ Be open and actively share ■■ Evaluate carefully, then act quickly
treated information and expertise
Desirable
Desirable
Desirable
■■ Be relentlessly curious: try to learn
■■ Be generous with compliments ■■ Invest time in people something new every week
■■ Be clear with others on what you ■■ Celebrate achievements as a team ■■ Replicate good practices: copying
intend to achieve ■■ Expose others to new opportunities ideas is encouraged so long as the
■■ Invite suggestion: to be challenged ■■ Dare to disagree—while respecting originator is credited
is not to be criticized the ideas, thoughts, and feelings of ■■ Seek solutions, not problems
others ■■ Be an optimist
■■ Blame circumstance, process or ■■ Confuse consensus with ■■ Only listen to opinions that agree
others collaboration with your own
■■ Not know when to step back ■■ Hide your real intentions ■■ Look for what’s wrong with new
■■ Ignore or excuse poor performance ■■ Say: its not my problem approaches instead of what’s good
Undesirable
Undesirable
Undesirable
■■ Do anything that would embarrass ■■ Put hierarchy or process ahead
■■ Overcomplicate
you or ING if it were known of doing what’s best for ING ■■ Hide mistakes
■■ Take uncalculated risks or confuse ■■ Think you have a monopoly ■■ Invent solutions to problems
a personal appetite for excitement on good ideas someone has already solved
with ING’s obligations to be ■■ Exclude others ■■ Respond to complexity or
sensible uncertainty by avoiding decisions
■■ Put off until tomorrow what can be
done today
■■ Wait to be told what to do
Source: ING Group.

166
ORANGE CODE PULSE CHECK INSTRUCTIONS
Getting started with the Orange Code Pulse Check 2. Now use the separate “Orange Code Pulse Check – Results” Excel sheet. If you want to
compare the “Peer perception” results with your individual “Self-reflection scores”, you can
do this by inputting the numbers you used to score yourself in the first section. In the
section below, input the scores given to you by your colleagues.
To get started in working with the Orange Code we first need to know how well we’re currently
3. Take a look at the combined result shown in the other sheet in the Excel file called “Results
doing. The Orange Code Pulse Check is all about helping you and/or your team to see how well
overview in PDF view’’. If you like, you can generate a PDF of this results sheet by using the
you’re acting in line with the Orange Code behaviours. By identifying areas for improvement, it aims
button at the upper right corner of the results input sheet. Are there any numbers that stand
to help individuals and teams start open conversations about their behaviour and how well they’re
out? Do you see any gaps? And in which areas do you need to improve? Then do the Self
working together.
Check again periodically – what changed?
It is not a formal performance management evaluation tool. Instead, it enables you to identify areas
for improvement in a quick and easy way. You can choose to keep the information collected Getting started for you and your team
confidential or share with anyone you wish. It’s up to you. The tool can be used in one or all of the Managers can use this as an informal tool to obtain information on perceptions of individual
following three ways: performance and of behaviours when working together as a team.
• Self-reflection - You can use it to assess your own behaviour and draw your own conclusions. 1. Send the “Orange Code Pulse Check – Individual” Excel file to your team, asking them to
• Peer perception - You can use it to ask others how they see your behaviour – like an informal input scores with their own behaviours in mind.
360 degree exercise. 2. Ask them to use the “Orange Code Pulse Check – Team” Excel file to score the collective
• Team collaboration - You can use it within your wider team as a discussion starter around behaviour of the team. Don’t forget to add these instructions to your email.
team behaviour and ways of working together. 3. When you have collected all the forms, input individual and team scores in their appropriate
sections in the “Orange Code Pulse Check – Results” Excel file.
Getting started for you as an individual 4. Check the “Results overview in PDF view” sheet in the same Excel file, where you will see the
full results in the form of the combined scores and two graphs. Interpret and/or summarise
Use the tool to obtain information on your own performance.
the answers of the open questions and include them in the user input part of the ‘’Orange
Code Pulse Check – Results” file where space is provided.
Self-reflection
1. If required, first enable the content of the Excel form (see option in top left hand corner). 5. Generate a PDF by pressing the red button in the upper right corner of the “Orange Code
2. Simply complete the “Orange Code Pulse Check – Individual” Excel form with scores that you Pulse Check – Results” sheet.
feel are a fair assessment of your behaviour. 6. You can then share the results during a team meeting and use them as a basis for discussion.
3. Take a look at your scores. Do you recognise them? What can you learn from this? What
actions could you take to improve?
4. Document your findings and discuss them with a colleague or your manager. Use the three
Questions to ask
open field questions as input for these conversations. Then do the Self Check periodically–
what changed?
Peer perception
1. Invite others to provide you with feedback. Send out the “Orange Code Pulse Check –
Individual” Excel form to a number of colleagues you work with frequently with the below
instructions.
Instructions to share with colleagues giving feedback on you:

Email your colleagues and ask them to rate your behaviours with your work
relationship in mind. Give them the following instructions:
i. If required, first enable the content of the Excel form (see option in top left
hand corner).
ii. Complete the “Orange Code Pulse check - Peer” Excel form with scores that
you feel are a fair assessment of my behaviour. More information
iii. Return the form to me and please be open to having a constructive
discussion around the feedback that you’ve given. You can obtain more information on the Orange Code from the Global Intranet site or your local HR
You can obtain more information on the Orange Code from the Global Intranet site or your local HR Manager
Manager.
Source: ING Group. Source: ING Group.
167
ORANGE CODE PULSE CHECK FORM
Source: ING Group.
168
2 - Almost 1 - Without
5 - Rarely 4 - Occasionally 3 - Frequently
Always Exception
ORANGE CODE PULSE CHECK RESULTS

You take it on and make it
happen
You help others to be

successful
Overall graph
You are always a step
2 - Almost 1 - Without
5 - Rarely 4 - Occasionally 3 - Frequently ahead
Always Exception
You take it on and make it

happen
You help others to be

successful
Detailed graph Take responsibility
1
Courageous Delegate
You are always a step 2
ahead Rating
Invent and simplify 3 Ask
Bring change 5 Speak up
Detailed graph Take responsibility Challenge Collaborate

1
Courageous Delegate
2 Trust
Trust Listen
Listen
Rating
Invent and simplify 3 Ask Contribute
4
Source: ING Group.
Bring change
5 Speak up
169
Organizations can
engage in active DATA SCRAPING
listening by using web
scraping technology to
monitor online feedback
from employees, ex- Data Scraping: A technique by which a computer program extracts large amounts of data from a
employees, and external data source.
stakeholders.
Getting Started: Before investing in a vendor, have your talent analytics team experiment with free
■■ Opportunities to use data
online tools or consider developing their own web scraper.
scraping include gauging
employee sentiment on
talent topics and reactions
Internal Data Sources External Data Sources
to new policies or
organizational changes. ■■ Chatter ■■ Intranet Comments ■■ LinkedIn ■■ Glassdoor ■■ Twitter
Text analysis is an increasingly prevalent use

of scraped data in HR.
Case-In-Point: Lenovo
29%
of talent analytics Lenovo tapped into social analytics as a
functions plan high new and powerful source of getting deeper
investment in text analysis real-time insights on employees’ and ex-
tools in the next two years employees’ feedback on Lenovo on a number
of cultural parameters.
Source: http://www.newyorker.com/books/joshua-rothman/big-data-comes-to-the-office
170
Academic researchers
have found sociometric SOCIOMETRIC BADGING
badges can track
employee behavior and
reveal important trends
regarding the work Sociometric badging refers to a method of using employee badges to quantitatively measure
environment. social behaviors and interactions.
■■ Using badges equipped
“Sociometric badges” identify performance trends in a given office by measuring employees’:
with microphones
and motion sensors,
Researchers at MIT’s
Human Dynamics Lab find
that they can maximize
engagement and “idea
flow.”
■■ While the technology
could be used to monitor
employee health, Movements Stress Levels Social Encounters Speech Patterns
attendance, and work
hours, the demand for
such features remains
low, as less intrusive
metrics can gather more
meaningful information.
Today, few organizations are experimenting with

wearable technology; however experts expect 3%
prevalence to increase in coming years. of organizations are using
wearable technologies for
talent analytics
Source: CEB Analysis.
171
Culture cards introduce
new-hires to the Culture “DAY 1” CULTURE COUNSEL CARD
Counsel and encourages
them to provide feedback
through a variety of
potential channels.
Source: Sammons Financial Group; CEB analysis.
172
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Source: Johnson & Johnson.
174
CMI co-created the
vision for the desired FOSTER OWNERSHIP OF CULTURE
culture with leaders to
drive ownership for the Business Unit Leaders Diagnose Current State of Culture…
transformation.
■■ CMI’s Chief Culture What is the underlying frame of reference?
Officer hosted a series of Foundation
workshops with their top
300 leaders (four levels Why does the organization exist?
of the organization) to Culture Meaning
define the n w culture. Definition What is being reinforced?
Workshop Organization
■■ First, leaders assessed
the current culture, How do people relate to each other?
diagnosing its strengths Teams
and weaknesses.
What drives people?
■■ Then, leaders determined Individuals Point of
which attributes, patterns, shared
and behaviors they How strong is the culture?
meaning
wanted to eliminate, Source: Hay Group; CMI; CEB analysis.
maintain, and boost in
the organization, securing
their buy-in for future
changes.
■■ Through this exercise, …And Help Define the Futu e Vision for the Culture
leaders arrived at six
key cultural behaviors to
promote throughout CMI. Attributes, Patterns, And Behaviors to:
Keep Eliminate Boost
■■ Citizenship ■■ Hierarchical Leadership ■■ Strategic Thinking &
■■ Disciplined Execution ■■ Siloed Thinking Innovation
■■ Client Orientation
■■ Collaboration
■■ Visionary Leadership
Source: CMI; CEB analysis.
175
FEEDBACK SESSION QUESTIONS
Employee Discussion Questions for Video-Taped Feedback Session
? 1. In the last few months, have you talked with someone outside
of RTI about the work RTI does or what life is like here? How did
the conversation start? Was it positive or negative? What did you
discuss?
2. Has working at RTI been the experience that you thought it would
be? Why or why not?
3. On days you drive home and think you don’t want to work at RTI,
why is that?
Employees 4. If someone at a get-together asked you how it feels to work at RTI,
what would you say? (e.g., What are the things you tell your family
about RTI at the Thanksgiving table?)
5. What, if anything, about RTI makes you most proud?
6. What about RTI keeps you up at night?
7. Is it easy to do the behaviors the organization touts as important?
8. What do you think RTI’s senior leadership team (the ELT) should
know about employee life that they probably don’t know?
Source: RTI International; CEB analysis.
176
28-July-2016
WHAT MAKES
WO-PRONGED OUR INSIGHTS
INVESTIGATION POSSIBLE?
ative Research Quantitative Research
nterviewed HR leaders at more than We drew on survey data from nearly

obal organizations Privileged
to understand Proprietary
600 HR leaders and over Data
10,000 HIPOs Extraordinary
Access
challenges and identify unique and Processes
to identify key challenges and surface Talent
ices and solutions that are scalable solutions that lead to effective HIPO
s organizations.
■■ Relationships with more outcomes.
■■ Over 56 billion data ■■ Over 1,000 researchers,
than 10,000 global points on corporate data scientists, I/O
companies performance
Organizational and talent
Level Perspective psychologists and
■■ Enterprises comprising ■ management
HIPO program elements, including technologists
identific tion, development, and engagement
more than 300,000 Over 300,000
■■ ■■ Over 30 years of
■ Organizational outcomes, such as bench
executives documented best experience in conducting
strength and internal fill outcomes
■■ Executives and practices research for executives
HIPO Employee Level Perspective
professionals in more ■■ 15 patents for processes
■ Career trajectory and preferences
than 110 countries andcapabilities,

■ Measured technology behaviors, and attitudes
across varying organizational contexts
analysis.
tner, Inc. and/or its affiliates. All rights reserved. CLC171474 10
Getting the
Most from Your
Membership
PUTTING RESEARCH TO WORK
Use our resources to save time and make better decisions in three key ways:
Benchmark Upgrade Stay Ahead
Check your thinking against Improve the processes you Keep on top of the latest
what others have done, and and your team use and thinking and important
build the case: build your skills: trends:
■■ See what your peers are ■■ Find efficiencies in th ■■ Be a thought leader.
doing. way you and your team ■■ Know what’s current and
■■ Defend your plans. work. coming next.
■■ Get your team where they
need to be.
BENCHMARKING AGAINST BEST PRACTICES
■■ Weigh options from How Do Internal Customers Rate Our Effectiveness?

the experiences of
View the effectiveness scores for every attribute and compare your HR function’s effectiveness against our global benchmark.
other organizations.
Identify performance
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Product Offerings
gaps using validated 100.0 Policies Operations XYZ Solutions Strategy
Very Effectiv e
XYZ Av g = 77.4 Av g = 67.1 XYZ Av g = 62.1 XYZ Av g = 58.6
diagnostics. 81.9
76.7 77.1
73.8 73.4
■■ Convince others with 68.6
63.6 63.3 64.3 63.6
66.2
62.2 63.1
independent data.
61.4
58.0 59.4 58.7 58.7 58.0 58.9 58.8
50.0
Very Ineffectiv e
0.0
Note: Numbers presented within bars represent organizational scores.
Detail about CEB Inc. and its subsidiaries can be found at cebglobal.com/offices.
11 gartner.com /ceb
UPGRADING YOUR TEAM
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STAYING AHEAD OF THE LATEST THINKING
Project # xxxxxx
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Year Range 2016
5-April-2017
■■ Leverage breakthrough
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advance your career Digitalization leads to an
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■■ Be a thought leader,
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Sales, Marketing, performance
preferences
and Customer ■ E-commerce platform ■ Multichannel marketing ■ Omnichannel marketing
Service ■ Mobile customer service ■ Social customer service ■ Just-in-time customer service
Capabilities
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Changes to
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Crear Una Cultura de Alto Impacto

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Crear Una Cultura de Alto Impacto

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Crear una

CEB Corporate Leadership Council™

Confidentiality and Intellectual Property

Aumento de Escrutinio de parte del Público

Como los Milenios

La Cultura es el La cultura influencía cómo las

Fuente: Análisis de CEB.

n = 190 líderes de RR. HH.

Estimación Conservador de los Costos Asociados a Gestionar la Cultura

Actividad de Gestión de Cultura Estim. Costo por Empleado

Obtener la aprobación para la cultura de Ir hacia afuerta para encontrar personas

Las actividades incluyen: Las actividades incluyen:

líderes y gerentes (82%) ■ Despedir a los empleados que persisten

■ Medir la satisfacción de los empleados

n = 106 líderes de RR. HH.

¿Por qué no tenemos la cultura que requerimos?

¿Será que algunos ¿Cuál es la cultura ¿Por qué no

Why don’t we have the culture we need?

Fuente: Análisis de CEB.

Investigación Cualitativa Investigación Cuantitativa

Lista parcial de organizaciones partícipes Perspectiva Nivel Organización

■■ Resultados de Talento y Negocio

Perspectiva Nivel Empleado

■■ Métodos de Instalar Cultura

■■ Comunicar la Cultura Deseada

¿Necesita ayuda para determinar cuál cultura es apropiada para usted?

13% “Hemos intentado cambiar

10% “Los empleados entienden lo que

n = 190 líderes de RR.H...

Impacto de cada estrategia en el El cerrar tan solo una

Con el Conocimiento solamente…

Con la Forma de Pensar solamente…

Con el Comportamiento solamente…

Resultados 12% Declive

Conocimiento Forma de Pensar Comportamiento

Los empleados Los empleados Los empleados

Impacto 9% 8% 22% 16%

Factores de Conocimiento Factores de Forma de Pensar Factores Comportamentales

Desafíos de Barreras de Barreras

Otras Causas (15% de las causas raices)

Fuente: Análisis de CEB.

Un fuerte …facilita la acción. Organizaciones con un fuerte entendimiento de

1. RR.HH debe cambiar el tipo de datos de cultura reunidas y la frecuencia de su colección.

2. RR.HH debe cambiar los stakeholders involucrados en interpretación de datos de cultura.

América Latina | 54%

América Latina | 52%

“Decir” “Comportarse” “Operar”

n = 7.502 empleados; 190 lídres de RR.HH.

Periodicamente reunir e Traer a la superficie

Ayudar a los Comunicar el "qué" y el Equipar a los

Capacitar a los lideres a Requerir que los

Monitorear la Cultura Definida por Planificación de Acción

Gestion de las Equipo de "Maximizar

Equipos de "Consejo Cultura de

1 La mayoría de las organizaciones invierten substancialmente en gestión y

2 La mayoría de las estrategias de gestión de cultura se centran en las personas. Se

5 Mejor, las organizaciones deben centrarse en maximizar el alineamiento de Fuerza

Monitorear la Cultura Definida por Planificación de Acción

Periodismo Cultural Gestión de las Equipo de "Maximizar

Fuente: CEB analysis.

“Mi trabajo como Director de RH es que

Reunir periódicamente datos sobre la Interpretar datos y

Información Información Información

“Tengo mis datos de la “Mis datos de la “No tengo visibilidad