This Month Only! >> $20 off and a FREE SHRM tote with your membership and code TOTE2018!
Sign up for free email newsletters and get more SHRM content delivered to your inbox.
Is your employee handbook keeping up with the changing world of work? With SHRM's Employee Handbook Builder get peace of mind that your handbook is up-to-date.
Build competencies, establish credibility and advance your career—while earning PDCs—at SHRM Seminars in 12 cities across the U.S. this spring.
#SHRM18 will expand your perspective – on your organization, on your career, and on the way you approach HR. Join us in Chicago June 17-20, 2018
Members may download one copy of our sample forms and templates for your personal use within your organization. Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRM’s permission. To request permission for specific items, click on the “reuse permissions” button on the page where you find the item.
Management gurus contend that good companies emerge by being at the right place at the right time and that they develop opportunistically—by accident and not by design. These same companies fail to succeed when times change, and they are either unable or unwilling to alter their cultures, processes or structures in order to move to the next level.
Often, organizations also fail to embrace and use metrics and analytics to track performance and create a culture that management expert Peter Senge refers to as a “learning” organization.
Here are several signs that might indicate that a company needs to take stock in order to sustain ongoing growth, along with suggested steps to make that happen.
Sign No. 1: “It’s not my job” syndrome. One manufacturer believed that the only way its people would step up to the plate and move the company to the next level would be if they had specific descriptions of their duties, since the hue of their employees was “It’s not my job.” But after some discussion, the company managers realized that it was not a lack of job descriptions; rather, it was the lack of a culture of accountability that led to this mantra. Thus, once it created a new culture in which everyone was responsible for the business’s growth, the manufacturer finally realized this goal.
Steps to take to build a culture of accountability:
Sign No. 2: Confusion regarding expectations. If workers are unwilling or unable to see what needs to be done without being told, chances are the culture has blocked this vision. Often, a leader unwittingly undermines accountability by micromanaging staff or undermining independent decision-making. As a result, staff members do only what they are told to do.
Steps to take to clarify roles and delegate more effectively:
Sign No. 3: Lots of activity without meaningful results. Busyness is not always productive, but organizations often reward employees for activity, not outcomes. Are all activities leading to outcomes that are aligned with the company’s mission, vision and values? If not, they might be substituting effort for intelligence. Learning organizations work smarter, not harder.
Steps to take to improve performance:
Sign No. 4: Pervasive blame-game culture. If individuals don’t own issues, it’s easy to point fingers and find scapegoats for missed deadlines or opportunities. In learning cultures there is a systematic way to create ownership for issues so that the blame game is a thing of the past.
Steps to take to build collaboration and engagement:
Sign No. 5: Organizational blinders. If departments are working totally independent of one another without a focus on the common goals, this may lead to silos, which often hamper organizational success. Silos may even work at cross purposes, with one department’s win resulting in a loss for another department, thereby foiling organizational growth.
Steps to take to reduce conflicting organizational priorities:
In every organization long-term growth requires that the culture be fine-tuned and realigned in order to remain relevant and sustainable, since every business will likely face new competition, scarce resources and advancing technology, as well as other, unforeseen circumstances. Creating a learning organization by focusing on a culture of accountability can be achieved only when leaders identify these early warning signs of the need for transformation and then take action to build an effective, learning collaborative workplace.
Cathy Fyock, CSP, SPHR, is a senior HR/business advisor at the HR/benefits consulting firm Kushner & Company. She can be reached at firstname.lastname@example.org, (502) 445-6539 or @Cathy Fyock.
You have successfully saved this page as a bookmark.
Please confirm that you want to proceed with deleting bookmark.
You have successfully removed bookmark.
Please log in as a SHRM member before saving bookmarks.
Please sign in as a SHRM member before saving bookmarks.
Please purchase a SHRM membership before saving bookmarks.
An error has occurred
Recommended for you
Choose from dozens of free webcasts on the most timely HR topics.
SHRM’s HR Vendor Directory contains over 10,000 companies