Corporate Culture- Gene Dorris

8/7/2019 Corporate Culture- Gene Dorris

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Professional Way LimitedProfessional Way Limited

Retention and Corporate Image


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Copyright 2005 by Professional Way Limited.All rights reserved.

Having trouble keeping employeesHaving trouble keeping employees

In Hong Kong from

1997 to the presentannual turn overdoubled from 5% at

one time evenpeaking at 20%

Is it just because of

the economy?Or is theresomething more?


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Traditionally Certain areas wereTraditionally Certain areas were

examined (Western)examined (Western)

After 30 years of research Gallup

devised a model of improved performancefocused on:

right fit

great managersand engaged employees.

According to Gallup 70 percent of employees

quit their jobs because of bad managementstyles ofimmediate supervisor


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The Concept ofThe Concept of

Recent data from Mainland China and

Hong Kong flies in the face of Gallupsresearch.

Employees who indicate they willchange jobs in two years or less say:

On average less than 15% would leaveOn average less than 15% would leave

because of their supervisor!because of their supervisor!


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The Concept ofThe Concept of

Face-to-face interviews and focus

groups indicate cultural norms maybethe root:

Traditional Chinese culture teaches of the

concept ofor toleranceIf a job is seen as conveying other

benefits often employees will sufferthrough a poor supervisor


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Our research indicates theOur research indicates the

following important influencesfollowing important influences

Its all about Great Corporate ImageGreat Corporate Image

Employees who are proud of companysGreat Corporate ImageGreat Corporate Image are less likelyto want to leave company

Right Fit and ability to grow anddevelop also cited as important factors


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Case Study: French ClothierCase Study: French Clothier

In spite of increased

overtime, withoutwithoutbenefit increasebenefit increase,French Clothier wasable to retain

employees. How?


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High Mission scores!

Employees are engaged andunderstand personal goals beyondreceiving a paycheck.

French Clothiers Great CorporateImage helps company retain

employees


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Proud AboutProud About French ClothierFrench Clothier

Great Corporate

Image

54%

Quality Products

12%

Great Manager

4%

Special Work

Environment

4%

Meaningful Role2%

Fulfilling Work

11%

Not Proud!

11%

Other

2%


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1

2

3

4

5

6

7

M1 M2 M3 M4

French Clothier

Average

M1 We have an exciting vision for our future

M2 We have a clear strategic direction and understand the meaning of ourorganizations existence

M3 We have ambitious but attainable goalsM4 Our leaders have long-term, clearly enunciated strategies for our development


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I plan to stay another two yearsI plan to stay another two years

Disagree15%

Agree49%

Strongly Agree

36%


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Case Study: Middle KingdomCase Study: Middle Kingdom

StationaryStationary

Employee Satisfaction

significantly higher inless developed areas

Mission and

Consistency areespecially high in ruralareas


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5.7 5.8 5.5 5.7

4.6 4.9 4.4 4.5

1

2

3

4

56

7

M1 M2 M3 M4

RuralUrban

Middle Kingdom Stationery

Mission

M1 We have an exciting vision for our future

M2 We have a clear strategic direction and understand the meaning of ourorganizations existence

M3 We have ambitious but attainable goalsM4 Our leaders have long-term, clearly enunciated strategies for our development


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4.6 4.9 4.9 4.73.7

3.13.9

3.4

1

2

3

4

5

6

7

C1 C2 C3 C4

RuralUrban

Middle Kingdom Stationery

Consistency

C1 Different units in our company have a common perspective

C2 We have the same organizational values in all business unitsC3 Our leaders walk the talkC4 Our organization reaches consensus easily


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Case Study: Middle KingdomCase Study: Middle Kingdom

StationaryStationary

Staff in countryside

had far morepositive outlook thanManagement.

Staff showed fargreater pride inworking for company


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Why Proud about Middle KingdomWhy Proud about Middle Kingdom

Stationery?Stationery? UrbanUrban

37 Managers 193 Respondents

Quality

Products

24%

Great

Manager

1%

Work

Environ8%

Role

Society

9%

Fulfilling

Work

26%

Not

Proud!

19%

Great

Image

13%

Quality

Products

19%

Work

Environ

14%

Fulfilling

Work

40%

NotProud!

8%

Great

Image

14%

Role

Society

5%


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Why Proud about Middle KingdomWhy Proud about Middle Kingdom

Stationery?Stationery? RuralRural

18 Managers 897 Respondents

Great

Manager3%

Work

Environ

6%

Fulfilling

Work

19%

Not

Proud!

11%

Great

Image48%

Quality

Products

8%

Role

Society

5%

Quality

Products

6%

Work

Environ

11%

Fulfilling

Work

44%

GreatImage

11%

NotProud!

6%

Great

Manager

22%


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Compare:Compare: Not Proud!Not Proud!andand Great ImageGreat Image

Who will leave job in 2 yearsWho will leave job in 2 years

Headquarters Countryside

Company

Average,

15%

Not

Proud!,

55%

Great

Corporate

Image,

11%

0%

10%

20%

30%

40%

50%

60%

Great

Corporate

Image,

11%

Not

Proud!,

61%

CompanyAverage,

26%

0%

10%

20%

30%

40%

50%

60%

70%


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Case Study:Case Study:

Yankee Gas: Returns & TrustYankee Gas: Returns & Trust

Involved a two

month pen andpaper Odyssey

Encountered many

reactions fromemployees

This is a tale of

returns and trust


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Case Study:Case Study:

Yankee Gas: Returns & TrustYankee Gas: Returns & Trust

Pen & Paper Survey administered in

several locations throughout ChinaReturns for HQ was 72%

Returns for most rural factoriesexceeded 90%

Returns from three rural factories was

100%


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How can you make people Proud?How can you make people Proud?

Improve internal

ConsistencyConsistency ofvalue alignment

throughout anorganization

Employees are the

right fit for theorganizationsculture


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How can you make people Proud?How can you make people Proud?

Improve clarity of

MissionInspired by themeaning and very

existence of thecompany

Leaders vision

drives the companyin a unified direction


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Case Study: European Fire SafetyCase Study: European Fire Safety

European Fire Safety

had 35%-40%turnover per quarter

Problems stem from

Corrupt leadership,weak organizationaldirection andconsistency


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Organizational Culture ComparisonOrganizational Culture Comparison

2002003.3 vs. 2003.123.3 vs. 2003.12 vs. 2004vs. 2004.7.7

1

1.5

2

2.5

3

3.5

4

4.5

5

5.5

6

M1 M2 M3 M4 C1 C2 C3 C4

1st

2nd

3rd


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Case Study: European FireCase Study: European Fire SafetySafety

European Fire Safety participated in

Vision, Mission, Values Workshop.Turnover decreased from 35%-40% tounder 20%

Improvement in retention tied toculture shift

Employees feel their own values arealigned for a right fit


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Great Corporate Image = GreatGreat Corporate Image = Great

Corporate Culture?Corporate Culture?

Organizations with strong vibrant

cultures seem to have better internalimage and satisfaction

Usually Corporate image is tied toratings in Mission and Consistency

Data supports employees NOTNOT willing

to trade pride in corporate image andright fit for fat paychecks


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What makes a great corporateWhat makes a great corporate

culture?culture?

Is it VISION! MISSION! VALUES!?

Does a clearly stated VMV make adifference?

Stating it clearly seems partially effective

Living by those standards seems to be veryimportant

Certain employees seem better suitedto an organizational right fit


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What should a Culture have?What should a Culture have?

Two Aspects Similar

to Yin and YangAn unchanging Core

Purpose

ValuesA Changing andFlexible Future

BHAG GoalsEvolutionary Changes


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Case Study: German MachineryCase Study: German Machinery

A company with a

long tradition:Over one hundredfifty years

In china pre-Maoist

Revolution

Clearly enunciatedvision and values

Employees have asense of belonging


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Case Study: German MachineryCase Study: German Machinery

Very low response rate to leaving:

0%0% of managersof managers plan to leave withintwo years

Higher than average scores in areas ofMission and Consistency

Very few people considering leaving for

money as an option


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Why Proud of German Machinery?Why Proud of German Machinery?

Great Corporate

Image

63%Quality Products

10%

Great Manager

3%

Work Environ

2%

Role Society

4%

Fulfilling Work

10%

Not Proud!

8%


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German MachineryGerman Machinery

1

2

3

4

5

6

7

M1 M2 M3 M4 C1 C2 C3 C4

German Machinery

Average


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Not ProudNot Proud employees and why they wouldemployees and why they would

leave German Machineryleave German Machinery

My Supervisor6%

Low Job Satisfaction

33%

Better Pay

49%

Lack Respect

6%

Other (Besides

Company)

6%

18 out of 221 TotalReponses


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In ConclusionIn Conclusion

In Chinas Century organizations who

wish to keep their talent must look:Inward to Consistency in values throughoutan organizations Culture

Inward to compelling Missions thatinspire and drive an organizations

Organizations need the right fit of

employees aligned to the values andvision of their culture


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Corporate Culture- Gene Dorris