Ethics and Culture linked to Higher Performance by CMI
5 Nov '14
A new report by the Chartered Management Institute (CMI) shows that there is a correlation between the ethical behaviour of an organisation and associated increases in performance.
(image courtesy of CMI website)
The report, entitled “The Moral DNA of Performance”, also reveals that many managers rate their own organisations as mediocre or worse when it comes to standards of ethical behaviour, which is highly surprising when “Integrity” is very often quoted as a key organisational Value.
The Local Government Association (LGA) has also commented on the report and observed that opinions differ on ethical behaviour depending on which level/grade you work at. Generally senior managers feel more strongly that their organisation adheres to ethical standards of behaviour, whereas more junior managers are less convinced.
In our experience of analysing organisational culture and how it affects behaviour within an organisation, the critical issue is always Communication. In terms of Integrity and Ethics, it may not necessarily be enough to just “do the right thing”, it is increasingly important to “tell staff what you are doing and why” to ensure that they understand, engage and support the mission.
This becomes increasingly important in times of change or transformation, when you really need the entire team to understand the objectives of the change programme (and deliver it), whilst still maintaining high standards of ethical behaviour despite tough operational pressures.
To find out how we help organisations to measure organisational culture in order to understand and improve staff performance, please click here
To get more information about the CMI report and download a copy, please use the following link http://www.managers.org.uk/campaigns/moraldna/moraldna
Appraisals / PDRs – top tips
17 Oct '14
When asked to give a few thoughts on good performance appraisal processes, Paul Glover, Director of Culture to Perform, recently posted the following:
“In my experience of implementing a variety of performance review / appraisal / development processes over the years, no one approach works for every organisation (or even sector). Organisational Culture is a key influencer on what will / won’t work, so one size definitely does not fit all.
However, as long as your process reflects on and considers the two key elements of behaviour (HOW) and achievement (WHAT) then the tool, length, structure and process just needs to work for your organisation.
My simple observations:
1. Shorter is definitely better (as long as you cover the two key elements of behaviour and achievement above)
2. More regular / ad-hoc feedback is good but should still be captured as part of a formal annual review somehow
3. There must an outcome / consequence to the process. This does not need to be reward-based (as some in some organisations recognition is equally powerful), but another forgotten outcome is proper commitment to training & development. If nothing happens as a result of an appraisal, then people will not bother engaging.
4. Managers are the key champions / destroyers of a good process, so make sure they are engaged, skilled and ready to deal with the appraisal meeting – lead by example !
5. Consider that technology solutions can assist with the admin / data capture / workflow (even if the process is short)
It is time consuming but doing deeper research into what people do / don’t like about the process in your organisation (or in previous ones) really does help, and designing the process with them will ensure better engagement with the end result.”
If you would like to find out more about our Performance Management processes/solutions, please click here or to contact Paul directly, please email email@example.com
PCF – ‘Senior managers are the weak link in the chain of the assessed year’
7 Oct '14
“Even when registered on the assessed and supported year in employment (ASYE), many newly qualified social workers are not getting the support they need”, writes Nikki Burton.
“I have just had my three-month ASYE review – my first ASYE assessment – and despite the frustrations of having this assessment after being in post nine months and officially being registered on the ASYE programme for the last four, I found the process reassuring and enlightening”
To access the full article, please click here
Team Culture: Why your boss cares if you are happy at work
1 Oct '14
“Companies from Google to Bank of America are investing in ways to measure how happy their employees are–and how to make them happier. But does that mean work is getting better, or are we just being tricked into working more?”
To read more, please click here
To see how McLaren Solutions can help improve your team culture, click here
Child Safety online: A social worker’s role and capability needs
20 Sep '14
Can social workers tell if a child is at risk online?
The past few months have seen a renewed focus on online safety. There are growing expectations that children’s professionals not only ensure safe environments for young people, but also make sound judgements where young people may be at risk from the impact of technologies.
To read the rest of the article, please click here
To see how Culture to Perform can enhance the role of Social Workers, please click here
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