High-Trust Culture Management
Ⅰ. 조직문화의정의 Ⅱ. GWP(GPTW: Great Place to Work) 경영 Ⅲ. High Trust Culture Management Ⅳ. 9 Practice 리더십모델 Ⅴ. High Trust Culture Management 기대효과
조직문화의정의 최근세계적인초일류기업들은조직구성원의창의성과열정, 완전한직무몰입을유도하기위한전제조건으로서신뢰기반의경쟁력있는조직문화구축에상당한노력을기울이고있으며, 급격한외부환경의변화를극복하기위한기업의전략적자산으로조직문화를이해하고있습니다. 조직문화의정의및계층구조 조직문화 (Corporate Culture) 의정의 특정시간, 특정단위에서작용하는구성원에게공유되어있는의미시스템 (Meaning System) Trice & Beyer, 1984 조직또는조직구성원들이환경에적응하여성장함에따라확립되어지는공유된기본가정 (Basic Assumption)- Schein, 1997 구성원이무언가일을해나가는방식 Deal & Kennedy, 1982 Artifacts & Behavior Norms Values Underlying Assumption 눈으로보여지는조직구성원들의구체적인행동패턴및물질적요소 기업내에서용납이가능한것과그렇지못한것을구분짓는인지적요소 조직구성원들의행위를정당화하고, Norm 을설명할수있는구성원들간의공유하고있는믿음 무의식적인믿음, 신뢰, 사고, 느낌등과같은기본적인가정
조직문화의정의 최근세계적인초일류기업들은조직구성원의창의성과열정, 완전한직무몰입을유도하기위한전제조건으로서신뢰기반의경쟁력있는조직문화구축에상당한노력을기울이고있으며, 급격한외부환경의변화를극복하기위한기업의전략적자산으로조직문화를이해하고있습니다. 조직문화의형성및발현 PROCESS 조직의전략및 Mission 인사철학및인재상 인사제도 성공의기준과 Work Norms 조직의리더십과팀워크 외부환경의변화 조직구조및제도적특성 Artifacts & Behavior Norms Values Underlying Assumption 긍정적행동의증가 구성원일체감및몰입강화 원활한의사소통및낮은갈등 자발적 능동적참여및행동패턴 GPTW 기업과일반기업간의재무성과비교 GPTW 기업 일반기업 주가순이익수익인당생산성
GWP (GPTW : Great Place to Work) 경영 GWP 경영은조직의성과에가장큰영향을미치는요소중의하나로조직내구성원모두가공유하는가치관, 신념, 태도및행동양식이며임직원의일하는방식임 문화의중요성 조직의비전과목표를달성시키는강력한수단 조직에대한열정을끌어내어경영성과를달성하는조직경쟁력의기반 GWP 경영조직문화정착의궁극적목표는조직의비전달성 문화의역할 임직원간의신뢰와공유가치정립일관된판단기준제공 신뢰와공유가치의심화를통한상하간협력기반강화 서번트리더상정립과실천으로구성원들의신뢰회복 구성원의가치및행동의일관성을제시함으로써개인의이기적인잣대를줄이며공통의목표달성에기여할수있게함 CEO- 사원간의가치에대한공감대를확산시켜상하간신뢰를바탕으로한협력기반강화 구성원의조직목표달성이동료애이었고쉽게이루어질수있도록장애요인을제거해주는서번트리더십으로상하간의사소통을강화시켜성과창출에기여
GWP (GPTW : Great Place to Work) 경영 구성원간의높은신뢰는커뮤니케이션을활발하게하고이러한활동은정보공유와임직원간의협력의질을높임으로써高성과창출의바탕이되는조직문화의선순환을이룸 신뢰와조직문화선순환 신뢰와조직문화악순환 고성과창출 공동체에대한자신감강화 구성원의높은신뢰 신뢰의위기 리더십, 조직문화의위기 상사 / 경영진에대한낮은신뢰 조직에대한낮은신뢰 개인과조직의이기주의팽배 제도 / 방침에대한낮은신뢰 협력의질이높음 정보공유의질이높음 커뮤니케이션의질이높음 지시, 통제의강화 지시 / 통제강화 구성원들의자율성약화
GWP (GPTW : Great Place to Work) 경영 일하기좋은일터 (GWP : Great Work Place) 란? 조직내신뢰 (Trust) 가높고, 업무에대한자부심 (PRIDE) 이강하며즐겁고보람있게 (Camaraderie) 일하는일터를의미하며 GWP 근간은신뢰임 일하기좋은일터 (Great Work Place) 모델 5 개구성범주 자부심 (PRIDE) 상사 / 경영진 구성원 신뢰 (Trust) 신뢰( T R U S T ) 믿음 (CREDIBILITY) 존중 (RESPECT) 공정성 (FAIRNESS) 업무 / 조직 동료애동료 / 구성원 (Camaraderie) 자부심 (PRIDE) 동료애 (Camaraderie) GWP 경영은조직내의신뢰구축을통하여일하기에훌륭한조직과부서를만들기위해끊임없이노력하는것을뜻함
High Trust Culture Management Performance Focus High-Trust Culture Management 는지속가능한경영성과를만들어냅니다. High-Trust Culture 는높은신뢰기반의리더십과고성과일터문화를개발함으로써지속적으로기업의수익성과경쟁력을강화시킵니다 신뢰기반으로극복해야할경영환경의변화 산업계성장동인변화 ; 새로운혁신적비즈니스모델의출현 전략적 M&A 기업환경 ; 조직문화융합을통한높은성장 Culture of Burnout Trust Fuels Performance 조직내인적자원의변화 ; 구성원재교육, 고성과자확보및유지 기업전략과조직문화의불일치 ; 일관성과명확성이결여된낮은신뢰문화, At Risk Culture of Comfort Trust Focus
Trust Index c 와 Culture Audit 을통한조직문화진단 경영자의신뢰 ( 구성원이느끼는경영자와의신뢰관계 ) 구성원들은경영자의언어와행동사이의중대한차이를인지하고, 그모순에신뢰하지못한경향이있음. 리더간의신뢰형성사업의바람직한미래에도달하기위해서는관리자와경영진들의협력을통하여만들어진조직의높은신뢰문화가중요함. 리더의공정성리더의편파성에대한구성원들의인식은불공정한결과를초래하는요소이며, 이는능력있는구성원을유지하는데있어중대한위험요소로나타남. 구성원역량및일하는방법 Thanking, Developing, Reward 는구성원들의역량을극대화하고기존의일하는방법의혁신을위한높은가능성을가진주요동기영역임. 승진은가장자격이있는사람에게간다.
High Trust Culture Consulting : Framework Great Place to Work c 기 Trans formation Roadmap : 기업성장의새로운조직문화변혁을위한방법론 HTCC(High-Trust Culture Consulting ) HTCC Framework Align Assess Design Evolve Sustain Inspiration Executive Alignment Assessment Vision Change Architecture Behavior Change Execution Anchor Changes Learn & Share Strategic (Strategy & Planning) Strategic Culture Design Executive (Individual & Team) Leader Organizational Assessment & Alignment Executive Advisory Leadership Development System (People & Practices) System Alignment Work Commences Phase 1 Plan Assessment Analysis Recommendations Phase 2 Plan Acceleration: Development and Delivery Phase 3 Begins Strategic rollout, training and coaching Jan 4 2016 Feb 5 2016 May 5 2016 Jul 31 2016 Sept 30 2016 Dec 31 2016 Jun 31 2017
High Trust Culture Consulting : Outcomes Align Assess Design Evolve Sustain ALIGN ASSESS DESIGN EVOLVE SUSTAIN Are executive leaders How is the current state of Is there a vision of the Are leaders, managers and invested in driving culture as the workplace the employee desired culture? Have focus employees acting in a business imperative with experience and culture areas and actions been alignment with the desired clear ownership and alignment? understood and measured? identified, with a clear team culture and change plans? with goals, structure and support? Have changes been successful and are systems in place for reinforcing them? How will success be shared to inspire continued learning? Strategic (Strategy & Planning) 조직문화가회사의전략과비전의공식적인역할을맡고있다. 특정한문화와행동들이측정되어경영전략으로연결된다 어떤종류의문화가조직이성공하는데필요한것인가는분명하다. 평과결과들은넓게소통된다. 조직계층의주요분야에영향을미친다. 추가적인피드백은전략적으로수집된다. 성공은내부적으로촉진된다. Executive (Individual & Team) 문화와최소하나의핵심성과지표는공식적으로연결되어있다. 피드백은수집되고, 벤치마킹되고, 분석되고, 발표된다. 경영진들은피드백으로그들의리더십에영향을미친다. 경영진들은문화와지도력, 조직문화변화에대한비전을한방향으로보고있다. 경영진들은신뢰로운조언자와함께실천하고새롭게행동할수있다. 경영진들은경쟁우위의이점으로문화를유지하는것을지지한다. Leader 관리자들은효과적인소통도구, 문화에대한기대감과관련된계획들을가지고있다. 관리자와감독자들은그들의팀경험에대한피드백을받는다. 명확한리더십행동은연결되어왔다. 리더의행동계획은정량적인현장결과에근거한다. 리더는지원을받으며리더십스킬의훈련을받고고기능, 고신뢰팀으로발전하고있다. 관리자들은조직과문화와관련된우수사례들을다른사람들과공유한다. System (People & Practices) 직원들이그들의경영진들로부터문화를일관되고지속되게지원받는다. 문화적사례들은평가되고벤치마킹된다. 직원들이조직을포함하여조직의특정문화를묘사할수있다. 그것이그들에게개인적으로어떠한의미를가지며그들의일에어떠한영향을미치는가? 직원들이바람직한행동을위한교육과코칭지원을받는다. 제도와업무들은바람직한문화로정열된다. 가치와행동을인지하고강화하기위한지속적기반이있다.
High Trust Culture Consulting assessment State of the Business High-Trust Culture Consulting Needs Assessment and Client Intake Questions Section 1. State of the Business Are there any major changes going on for the organization (mergers, organizational structure changes, cost-optimization 1 initiatives, etc.)? What are some of the high-level challenges going on for the business right now? (growth, competition, talent 2 acquisition/attrition, regulatory changes, etc.) What are a couple of the most important business outcomes for your company (e.g. innovation, sales growth, client or 3 patient satisfaction, safety, quality, etc.)? 4 Who do you consider your major competitors, and how is your business performing relative to them? General Rating State of the Culture Align Section 2. State of the Culture 6 What can you tell me about the current state of the culture, whether trust, engagement, morale, satisfaction, etc.? 7 What is your current voluntary turnover rate? Does your leadership see this as acceptable? How is your business doing relative to its recruitment goals? Are you attracting the type and volume of people you need? 8 How are your recruitment costs? 9 Section 3. Readiness for Change Tell me why there is interest in your organization in being a great place to work/building high-trust culture. Is this formally a part of your company s business strategy or more of a new exploration? 10 Who is championing this effort for the company? Why is it important to him/her? 11 Do leaders talk about the connection between culture and any of your Key Performance Indicators (such as growth, innovation, voluntary turnover, patient/customer satisfaction, productivity etc.?) Assess 12 Are you currently using any tools or partnerships to assess employee experience, leadership and culture (employee survey, 360 s, focus groups, culture assessment, pulse survey etc.)? What are they? 13 What do you like about your current assessment tools? Which vendor/s do you use? What is the frequency of assessment? Which organizations do you benchmark against? 14 Are these efforts providing the insights and inspiration you need to lead your organization? Design Evolve 15 Does the organization have a formal vision for the culture, organizational values, principles and/or behaviors? If so, how well known and accepted are they? Do leaders adhere to them? Are they the right ones? 16 How well are these concepts integrated into organizational practices (recruiting and onboarding, communication, recognition, performance management?) 17 Is there a particular department or business unit that struggles more than others (trend over past years or as of late?) 18 Is there a formal leader or group assigned to lead culture initiatives, formally or informally? How influential is this group/leader? 19 What is typically done with culture-related data: at the executive level? At the local leader level? 20 Do executive leaders, and managers throughout the organization, have a strong sense of their influence in building trust and culture? Is there a particular department, roles or business unit that struggles more than others? Sustain 21 Do you apply to/have you been recognized on our, or other, Best Companies to Work for lists? 22 How well are best practices in leadership and culture spread through the organization?
Why High Trust Culture Management Consulting 1. 기업성장및재무성과에영향을미치는신뢰수준 (trust levels) 의계량화 2. 기업이 global 수준으로성장하기위해필요한최고의인재를채용하고유지하기위해필요한역량및조직문화의구축 3. 조직의우수인재들에게필요한성취동기요인발굴및개발 4. 조직의고성과자와 HPI(High Potential individual) 들의행동및성공사례를조직에공유함으로써우수한조직행동유인 5. 우수인재의영입과유지관리를위한선행지표관리 6. 일하는방식의변화에도움이되는우수성과자의행동특성과핵심동기요인들의발굴 7. 경영환경의불확실성에대응할수있는도전과새로운행동에대한임원개인코칭과전체경영진자문
[ 대한민국일하기좋은 100 대기업 ] 선정체계 뢰 [TRUST] [ 대한민국일하기좋은 100 대기업 ] 선정프로세스 Trust Index Employee Comment Culture Audit 종합심사 신 믿음 Credibility 존중 Respect Part 1 구성원세부사항, 교육지원, 경력개발, 근무제도, 휴가, 차별대우등 자부심 Pride 재미 Fun 공정성 Fairness GWP 조직문화에대한구성원기술평가 Part 2 Inspiring Speaking Listening Thanking Developing Caring Hiring Celebrating Sharing 대한민국일하기좋은 100 대기업 On-line 조사 공적서평가 (40 페이지미만 ) 종합심사
9 Practice Leadership - 新관리자象 일하기좋은일터 (Great Work Place) 의구현을위하여구성원에대한신뢰와소통으로구성원의몰입을이끌어내고고성과를창출하는새로운 GPTW 리더십이관리자에게새롭게요구되고있음 일하기좋은일터 (GPTW : Great Place TO Work ) 란? 조직내신뢰 (Trust) 가높고, 업무에대한자부심 (PRIDE) 이강하며즐겁고보람있게 (FUN) 일하는회사를의미하는것으로 GPTW 근간은신뢰입니다. [GPTW 9 Practice Leadership 모델 ] [ 新관리자象 ] inspiring 조직의목표달성 소통과신뢰의리더 thanking hiring 고성과창출의리더 최고의역량발휘 caring Trust celebrating 최고의역량발휘 구성원의몰입을이끌어내는리더 sharing developing listening speaking 9 Practice 기반의 GPTW 리더십실천
9 Practice Leadership - 신인사제도혁신 9 Practice 리더십은신뢰를기본으로최고의 Team Performance 창출을위한리더십프로그램으로, GWP 를구현할있도록일터에서신뢰에직접적인영향을주는 9 가지의주요한 Practice area 에대한실천방법론 기존의회사 / 매니저의관점에서 구성원관점으로 9 Practice 모델 영역 9Practice 의미 Objectives 조직의목표달성 Achieve organizational Objectives Inspiring ( 격려 ) Speaking ( 공유 ) Listening ( 경청 조직의미션, 목표를전달 정보공유 ( 꼭필요한것, 때, 장소 ) 진솔한 Q&A, 제안, ( 불만 ) 공정처리 Team / Family 개인역량최대발휘 Does people their best Thanking ( 감사 ) Developing ( 개발 ) Caring ( 돌봄 ) 헌신과노력에대한답례 ( 인정, 자주, 깜짝 ) 재능과흥미발견, 배움의환경 일 - 삶의균형, 차별금지 Does people their best 팀 / 가족으로서의협업 Work together as a team/family Hiring ( 채용 ) Celebrating ( 축하 ) Sharing ( 인정과나눔 ) 바른사람 & 자리, 환영 성과공유 ( 성공문화 ), 독특함 독특하고공정한보상, 사회공헌
9 Practice Leadership - 신인사제도혁신 9 Practice 리더십은 GPTW 구현을위해관리자에게요구되는 9 가지영역으로써, 신뢰 (trust) 를기반으로한업무환경을조성하고, 최고의역량을발휘하는구성원들이가족과같은강한팀웍을발휘하여조직의목표를달성하는일터를만들어나가는데기여함 GWP 리더십발현을위한 9 Practice GIFTWORK 모델 GIFTWORK 인식 GIFTWORK 선정 GIFTWORK 설계 실천사례공유 구성원이나관리자가관계의질을높이기위해서 조직이기대하는이상의상호작용을행하는것이다.
High Trust Culture Management 의기대효과 한국기업들의 GWP 추진활동의일반적인현상 1 2 3 4 5 6 행사 (Event) 중심의활동단발적이고유행또는벤치마킹에의존하는활동비용발생중심적활동회사의비전, 핵심가치체계와연계성이미흡한활동 GWP 본질에대한이해부족전반적으로외적보상을강조한활동이대부분 GWP 의본질은관계의질 (Quality of Relationship) 이다 GWP 는단지급여를올려주고복리후생과시설환경을좋게해주는것이결코아니다. 조직문화는 Morphine 식처방이아니다. Morphine 은더강한 Morphine 을부를뿐이다.
High Trust Culture Management 의기대효과 일하기훌륭한조직만들기 진단은우리조직의문화를보다객관적으로분석하여긍정적인개선을위한조직문화방향을수립함으로써바람직한조직문화로발전시켜성과창출을극대화할수있음. 조직문화방향수립 사업측면 경영성과창출 고성과창출의실행력확보 - 고성과창출시스템운영의원동력마련 신명나는일터조성을통한성과촉진 우리조직의일터문화를보다객관적으로분석하여긍정적으로개선하여성과창출을위한경쟁우위 결과분석 인재측면 우수인재확보 조직에대한충성도제고를통한우수인재유지 - 핵심인재이직율감소및우수인재지속적유입 - 핵심인력유지를통한고용및훈련비용절감 경영진및중간관리자의리더십강화 요소로발전시켜나감 조직측면 자발적몰입과헌신 단기성과주의강조에따르는조직피로도예방 GWP문화운동을통해구성원의자발적몰입및헌신유도
GWP 조직문화진단및컨설팅프로세스 GWP 조직문화 Consulting Process Module 2-1 Module 4-1 Module 1 GWP 경영비전목표설정 Culture Audit Module 2-2 Module 3 진단결과분석개선전략수립 핵심 Issue & 개선과제도출 Module 4-1 Module 5 성과 Review 경영지표연계 구성원만족도조사 GWP 개선 Action Depth 컨설팅도구 Workshop 회의교육 Survey F.G.D Interview