HRM Meeting

1
HRM Meeting

• Janice WismerJuly 8, 2002

2
Agenda

• Context
• Team Values
• Leadership Expectations

3

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

4
The World of Business is Changing...

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

5
The Key to Competitive Advantage

• The ability to learn faster than your
  competitors may be the only sustainable
  competitive advantage.
• Arie de Geus
• V.P. of Strategy, Royal Dutch Shell

6
How does an Organization Learn Faster?

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

7
Foundation for Sustainable Success
8
Foundation Definitions

• PURPOSE The central, never-ending reason for
  which the company exists timeless
• TEAM VALUES The core beliefs and shared
  principles that guide decision-making and
  behavior timeless
• VISION An envisioned future for the enterprise
  a vivid description of what the company is
  becoming bound by time environment

Source Built to Last
9
Whats Different About Companies with a Strong
Foundation?
Source Collins Porras, Built to Last, 1994
10
Team Values Who are we?

• Examples Integrity, quality, excellence,
  meritocracy, innovation, work hard / have fun,
  social responsibility, care for employees...
• Its not someone elses list Its whats in the
  gut bone deep no artificial flavors not nice
  sounding platitudes not words but true beliefs
  not words but deeds.
• Theres no right ideology. What matters is the
  authenticity of the values and the complete
  alignment of the people, organization and
  processes to them.
• The crucial variable is not the content of the
  ideology but how consistently the company lives
  and breathes it in all that it does.

11
Team Values Development Process
EXECUTIVE/CTDA VALUES VALIDATION REFINEMENT
TEAM VALUES LEADERSHIP INTERVIEWS
PURPOSE/VISION/STRATEGY COMMUNICATION
PURPOSE VISION DEVELOPMENT
STRATEGIC PLAN
INTEGRATION
January - July 2001
November - December 2001
July 2001
January 18, 2002
Ongoing
September - October2001
12
Appreciative Inquiry
Source Cooperrider and Srivastva (1987)
Appreciative Inquiry Into Organizational Life
in Research in Organizational Change and
Development, Pasmore and Woodman (eds) Vol.1, JAI
Press.
13
Many Voices Team Values

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

14
Statement of Purpose

• WE ARE
• A PROUD CANADIAN FAMILY

We exist to serve and enrich the lives of our
customers, our shareholders, our team and our
community.
Vision
We are a growing, innovative network of
interrelated businesses, achieving extraordinary
results through extraordinary people. We touch
the lives of more people in more ways every day.
Team Values
We are learnerswho thrive in a challenging,
fast-paced environment. We are committedto
operate with honesty, integrity and respect. We
are ownerswith a passion to continuously
improve. We are driven...to help customers
achieve their goals. We are accountableto
ourselves and each other. We are leaderswho
perform with heart.
15

• Leadership Expectations Background

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

16
Return on Investment

Corporate Culture and Performance (p. 78) by John
P. Kotter and James L. Heskett
17
Performance Enhancing Cultures

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

18
(No Transcript)