The measure of our success is based on the outcomes that our clients report. Below you will find a collection of our client's journeys and the success they achieved from the delivery of our programs.
A large global manufacturing company approached People for Success to support them on changing the culture of one of its sites. The site’s Senior Leadership Team acknowledged that in order to bring their vision to life, they would need their people to change their mindset from ‘it’s all about me’ to it’s all about us.’
This was always going to be challenging as the company’s culture reflected an old ‘public service’ mentality of doing as little as possible and getting as much entitlements as possible. The site was once owned by the Government and the culture was given little attention until its lucrative government contract came under threat. This meant that unless there were major improvements in efficiency, productivity and output, the site had a very limited lifespan.
The site was known to have strong “entitlement mentality”, which actually contributed to a “sickie culture”. The site managers believed that employees were misusing sick leave entitlements and were not being questioned for this as well as other suspected behaviour.
The entitlement culture resulted into poor morale, disengaged workers, low productivity and cost the company an average of $5,332 per employee per year with a total cost of well over a million. Given the flow-on affects of having an entitlement culture, the cost could had been double, if not triple.
The supervisors and managers were frustrated with their staff. They had given up raising performance and behavioural concerns and rarely took disciplinary action when it was required. The Human Resource team appeared to be risk adverse and was more concerned about avoiding union discussions and tribunal issues. The team, in fact, failed to look at risk from a broader perspective. For example, “What is the risk with customers, team morale, productivity etc. of tolerating poor performance and behaviour?”
On the positive side, the Senior Leaders were ready to step up and take action to shift the entitlement culture into the strongly desired culture in order to establish a unified culture of accountability.
People for Success conducted a thorough study of the site. A series of interviews and focus groups were held throughout the site to gather information about the challenges and needs of the employees. The key findings from the interviews can be summarised in the following comments:
o “It doesn’t really matter how good or bad I perform; I will have a job regardless of the quality of my work.”
Contrasting these comments, there were some other employees in the company, who wanted to make meaningful contributions, but they found it very difficult.
o “I want to make improvements to the way we work. I have so many ideas, but the managers just don’t listen or make any time for it.”
With a clear overview of the current culture and the desired culture of the company, People for Success tailored a Cultural Change Initiative that would build the leadership capability and cohesive leadership teamwork required to shift the culture.
The Cultural Change Program was divided into two stages:
The first stage of the program was designed to build cohesive relationships within the senior leadership team and the next junior level of leaders. A Top Team Alignment Program was delivered to each leadership team. This transformational program focused, among other things, on the following areas:
o Examine, through a 360 leadership assessment, how each leader contributes to the culture of entitlement. Given that culture comes from the leaders, it was first necessary for the leaders to take responsibility for it.
The second stage of the program was delivered to all staff having people management responsibilities. The program included all supervisors, team leaders, managers and senior leaders. We delivered a highly tailored and personalised version of The Authentic Leadership Program. The programme was broken into three, two-day modules and run over six months. The key objectives of the programme were the following:
1. Gain a common understanding of the expected leadership and management behaviours for the site;
Seven months after the conclusion of the program, 87% leaders and managers felt empowered and skilled enough to have difficult, yet important conversations addressing performance and behavioural issues. 100% surveyed people believe that these conversations have significantly improved performance and morale.
84% employees on site are more engaged with the company after the program had finished.
The direct return on investment from the program is estimated to be over $2.1M for $0.5 M investment. (4 X Return on Investment)
It’s important to note that Lean was introduced at the same time to coincide with the culture change program. The programs People for Success organised supported the implementation of Lean, as it’s difficult to implement Lean with a culture, which is unmotivated to change and a leadership team without the skills to motivate people to change.
“I thought that this entitlement culture had nothing to do with me until I saw how my own thinking-style and behaviour were impacting the morale of my department. The 360 tool and the conversations on the LSI mat made me re-think how I am standing up as a Leader and what I can do differently. “
Testimonial by a Senior Leader of the Site