Culture Analyst Baseline Report — original pdf

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Private and ConfidentialCulture Analyst™ReportThe City of Austin GovernmentJuly 2017Steve NewtonStacey Shapiro, Ph.D. Jacob Martin, Ph.D.Private and Confidential2Executive summaryCulture strength: The City of Austin (COA) does not have a particularly strong culture. Scores are lower than what we typically see across the macro factors: Performance and discipline: COAdesires a stronger culture across all of the macro factors in the future. Respondents indicated a particular desire for an increased emphasis on performance and discipline. Talent management and pay: The survey and open-ended responses highlight grievances in talent management processes. Many cite the new MCS rules that inhibit pay for performance and also prevent employees from being fired. The lack of pay for performance is viewed to be a serious hindrance for attracting and retaining top talent, particularly as Austin’s cost of living continues to rise. This is also captured in the desire for more of an orientation towards training and development. Integrity: There are also some concerns around discipline and the notion of integrity. Participants desire a culture that holds people accountable for upholding the values and rules set forth by the COA. The lack of structure around firing under-performing or unethical employees is seen as the chief cause of this problem.Openness: COA’s desired culture is one that is more open and inclusive. Participants would like city leaders, such as City Council members and other key stakeholders, to be more transparent in decision making and strategy. There is also a call to have a stronger focus on multiculturalism and diversity. Private and Confidential3Table of contentsExecutive summary2Methodology4Current and desired culture6Gaps / implications analysis15Discipline 17Openness 19Strategic Growth Orientation21Performance Orientation23Relationships 25Appendix27Private and Confidential4Our methodologyThe Culture Analyst™ survey was completed throughout June, 2017by 286* respondents-Participation rate: 34%Individuals were asked to consider the organizational culture in the COA Government and provide their responses in relation to the current and desired organizational cultureResponses were reported on a scale ranging from 1 to 5, where:Averages were calculated for each of the micro factors and macro factors, as well as an overall culture strength measureThis report presents the current and desired culture as described by participants1 Very Inaccurate2 Moderately Inaccurate3 Neither Accurate nor Inaccurate4 Moderately Accurate5 Very Accurate* Additional responses included to reflect partially-answered surveysPrivate and Confidential5Culture Analyst™ FactorsCulture AnalystTM provides a model, a method and a language for objectively evaluating culture in the context of executive search, succession planning or organizational change.The rigor involved in day-to-day functioning:Rules orientationTimeliness/promptnessEmphasis on integrityDetail/thoroughnessAwareness of limitationsDevelopment/training orientationOpenness to people, thoughts, ideas and alternative methods:Flexibility re: personalities and thinkingAlternative work schedules and formatInterest in true debateDiversity/multicultural orientationTransparencyNon-elitist environmentInvolvement/matrix orientationDisciplineOpennessStrategicGrowthOrientationOrientation toward strategic growth:InnovationEmphasis on top-line growthEmphasis on long-term planningConstituent orientationEmphasis on intellectPerformanceOrientationThe emphasis placed on results, quality and high performance:Emphasis on resultsUrgency/speedEmphasis on expertiseWorking hard/long hoursRelationshipsInterpersonal issues:Teamwork/collaborationLevel of personal nature in communicationEnthusiasm/motivating othersOutside of work employee friendshipInterpersonal respect6Private and Confidential1.Current Culture AnalysisPrivate and Confidential7The COA Government culture todayParticipants believe that the COA does not have a particularly strong culture. The organization scored lower than the RRA Culture Analyst database average across all macro factors: culture strength, discipline, openness, strategic growth, performance, and relationshipsDespite being noticeably lower than the RRA Culture Analyst database average, the COA places slightly more emphasis on performance than other cultural factors. Macro-level analysis of the current reported culture at COA GovernmentVery accurateSlightly accurateNeither accurate nor inaccurateSlightly inaccurateVery inaccurateCOA Government“ Current Culture Average” represents an average of macro-level results taken from roughly 180 organizations, spanning several industries Current Culture Average*12345Culture StrengthDisciplineOpennessStrategic GrowthPerformanceRelationshipsPrivate and Confidential8The COA Government culture todayThe dimensions below most accurately describe COA Government’s culture as it exists today Strong cultural factors include a commitment to diversity and inclusion, constituents, expertise, and working long/hard hoursAreas producing some disagreement amongst participants include the extent to which there is an awareness of limitations, a non-elitist environment, opportunities for alternative work schedules, and commitment to constituents. *The current score of these culture factors exceed one half-standard-deviation above the mean of all current scores**The standard deviation of these culture factors exceed one-half standard deviation above the standard deviations of all current scoresDisciplineOpennessStrategic Growth OrientationPerformanceRelationshipsEmphasis on Integrity (3.31)Detail / Thoroughness (3.45)Diversity / Multicultural Orientation (3.81)Constituent Orientation (3.62)Emphasis on Expertise (3.57)Urgency / Speed (3.35)Working Long / Hard Hours (3.54)Interpersonal Respect (3.43)Awareness of Limitations (3.00)Development / Training Orientation (2.78)Non-Elitist Environment (3.22)Alternative Work Schedules & Format (3.07)Interest in True Debate (2.93)Transparency (2.72)Involvement / Matrix Orientation (2.66)Emphasis on Long-Term Planning (2.88)Emphasis on Top-Line Growth (2.86)Constituent Orientation (3.62)Distinctive*Some Disagreement**Private and Confidential9Current Top-Rated ItemsOpennessDisciplineStrategic GrowthPerformanceRelationshipsMicro FactorItemCOAEmphasis on IntegrityIndividuals have a high level of integrity.3.66Emphasis on IntegrityIndividuals would be fired if unethical behavior was discovered.3.11Detail / ThoroughnessBeing thorough is valued.3.51Detail / ThoroughnessIdentifying different contingencies is important before making a decision.3.46Diversity / MulticulturalOrientationIndividuals are respectful of co-workers from different ethnic backgrounds.3.96Diversity / MulticulturalOrientationThis organization is respectful of all religious holidays (i.e., appropriate allowances are made).3.85Constituent OrientationThis organization considers customer/client needs extensively when developing new products/services.3.62Emphasis on ExpertiseDemonstrating in-depth knowledge of one's field is necessary.3.69Emphasis on ExpertiseIndividuals strive to stay up-to-date in their functional areas.3.59Urgency / SpeedIndividuals are expected to respond quickly via mobile phones, PDAs, and other technology.3.75Urgency / SpeedImmediate responses to requests are expected.3.49WorkingHard / Long HoursIndividuals frequently start working early in the morning.3.66WorkingHard / Long HoursMany individuals have a strong work ethic.3.49Interpersonal RespectIt is not okay for individuals to show anger.3.54Interpersonal RespectOffending others is not tolerated.3.7910Private and Confidential2.Desired Culture AnalysisPrivate and Confidential11The COA Government desired cultureParticipants desire a stronger culture across all of the macro factors, with a particular emphasis on performance and discipline.When compared to the RRA Culture Analyst database, participants indicate a more moderate desire for overall culture strength, strategic growth, and performance orientation. Macro-level analysis of the reported desired culture forCOA GovernmentVery accurateSlightly accurateNeither accurate nor inaccurateSlightly inaccurateVery inaccurate* “Desired Culture Average” represents an average of macro-level results taken from roughly 180 organizations, spanning several industries Desired Culture Average*COA Government Desired1.002.003.004.005.00Culture StrengthDisciplineOpennessStrategic GrowthPerformanceRelationshipsPrivate and Confidential12The COA Government desired cultureGovernment employees of the COA desire a stronger culture across all macro factorsThere is a particular desire for an increased sense of discipline, such as through more of an emphasis on integrity and detail, and to have more training and development opportunitiesOther aspirational features include a greater orientation towards diversity, transparency, innovation, constituents, and a sustained focus on teamwork and collaboration. There are a number of areas that produced disagreement amongst participants’ aspirational culture. These include an interest in more alternative work schedules, having true debate, sense of urgency, and working long hours. DisciplineOpennessStrategic Growth OrientationPerformanceRelationshipsEmphasis on Integrity (4.17)Detail/Thoroughness (4.17)Development/Training Orientation (4.11)Diversity/Multicultural Orientation (4.29)Transparency (4.22)Innovation (4.20)Constituent/Donor Orientation (4.24)Emphasis on Results (4.14)Emphasis on Expertise (4.19)Teamwork/Collaboration (4.12)Rules Orientation (3.44)Alternative Work Schedules and Format (3.89)Interest in True Debate (3.75)Involvement/Matrix Orientation (3.05)Emphasis on Top-Line Growth (2.82)Urgency/Speed (3.72)Working Hard/Long Hours (3.86)Interpersonal Respect (0.83)Level of Personal Nature in Communication (0.88)The dimensions below most accurately describe COA Government’s desired culture•*The desired score of these culture factors exceed one half-standard-deviation above the mean of all desired scores(cid:129)**The standard deviation of these culture factors exceed one-half standard deviation above the standard deviations of all current scoresDistinctive*Some Disagreement**Private and Confidential13Desired Top-Rated Items (1/2)OpennessDisciplineStrategic GrowthPerformanceRelationshipsMicro FactorItemCOAEmphasis on IntegrityIndividuals have a high level of integrity.4.52Emphasis on IntegrityIndividuals would be fired if unethical behavior was discovered.4.24Detail / ThoroughnessThere is a strong emphasis placed on proofreading documents and presentations.4.25Detail / ThoroughnessBeingthorough is valued.4.23Development / Training OrientationIndividuals are guided on career steps and development opportunities.4.35Development/ Training OrientationAnnualformal performance reviews are completed consistently.4.17Diversity / Multicultural OrientationIndividuals are respectful of co-workersfrom different ethnic backgrounds.4.42Diversity/ Multicultural OrientationMinoritygroups are represented reasonably in the demographics.4.24TransparencyMostdecisions are explained by management.4.38TransparencyReasons for actions taken by management are openly communicated to individuals at all levels.4.21InnovationIndividuals are encouragedto generate new ideas.4.37InnovationInnovation is rewarded.4.31Constituent/ Donor OrientationThis organization considers constituent needs extensivelywhen developing new services4.24Private and Confidential14Desired Top-Rated Items (2/2)OpennessDisciplineStrategic GrowthPerformanceRelationshipsMicro FactorItemCOAEmphasison ResultsPromotions are based on performance4.29Emphasison ResultsThe pay system rewards good performance.4.26Emphasis on ExpertiseDemonstrating in-depthknowledge of one’s field is necessary.4.34Emphasis on ExpertiseHavingdeep expertise in your area of responsibility is important.4.29Teamwork / CollaborationThere is a lot of trust among individuals.4.40Teamwork / Collaboration Beingcollaborative is highly valued.4.3915Private and Confidential3.Gaps / Implications AnalysisPrivate and Confidential16Factor and dimension detail –DefinitionsCurrentDesiredFactor SummaryThis section provides a brief summary of the culture dimensions for each of the five factors Areas for change are interpretedTrends related to most-and least-defining factors are also discussedCULTURE MATRIXCulture dimensions mapped to this area are rated lower currentlythandesired. This suggests that there should be strongeremphasison these features going forward. The further dimensions depart from the gray line, the more changeis desired.Culture dimensions mapped to this area are rated higher currently thandesired. This suggests that there should be less emphasison these features going forward. The further dimensions depart from the gray line, the more changeis desired.LessDefiningMoreDefiningCulture dimensions mapped closer to this gray line are similar in their current and desired scores. These dimensions require little to no change.Private and Confidential17Factor and dimension detail –DisciplineCurrentDesiredDiscipline SummaryParticipants express a strong desire for more of a focus on employee development and training in the organization While they are defining features of COA’s current culture, employees envision an environment that places even more emphasis on integrityand attention to detailTo a lesser extent, participants indicate an aspirational culture that includes a greater emphasis on timeliness and awareness of limitations. There is little desire for change regarding the COA’s rules orientation, and this has been identified as a less-defining feature of the culture. CULTURE MATRIXLessDefiningMoreDefiningPrivate and Confidential18Items and implications –DisciplineDevelopment / Training OrientationGapFormal mentors are assigned to individuals for career development.2.17Individuals are guided on career steps and development opportunities.1.61Awareness of LimitationsGapThis organization is appropriately critical of itself as it evaluates its condition/status.1.21Sometimes this organization is so optimistic that competitive threats are ignored.0.61ImplicationsAmong the dimensions suggesting the greatest desire for change, new developmental opportunities and mentoring are the key issues. There are some disagreements when it comes to the organization’s awareness of limitations. There is a strong desire for the COA to be more aware and self-critical and less of a desire to be hyper-attuned to competitive threats.Beyond training and development and awareness of limitations, there were substantial gaps in the current and desired culture on the factors of integrity and timeliness.“The organization is made up of many hard-working, ethical and competent public servants. There are many that go well above and beyond expectations and have a true passion for what they do. In the past 8 years, the individual performers within the organization have not been recognized, engaged or encouraged in a consistent and formalized way. This has resulted in a sagging morale in the departments, and a disconnection between City Hall and the departments.”Private and Confidential19Factor and dimension detail –OpennessCurrentDesiredOpenness SummaryCompared to COA’s current culture, participants indicate they would like the organization to be more transparentSeveral openness factors reflect a moderate desire for change, including aspirations for increased interest in debate and flexibility regarding different personalities and thinking, expanded alternative work options, and for the organization to be less elitistParticipants desire an even greater emphasis be placed on diversity and multiculturalism, despite it being a defining feature of the current cultureThere is less change desired around the COA’s matrix orientation, a factor that is less defining of the current cultureCULTURE MATRIXLessDefiningMoreDefiningPrivate and Confidential20Items and implications –OpennessTransparencyGapManagement is perceived as operating with secrecy.1.71Strategy is communicated to individuals at all levels.1.70Alternative WorkSchedules and FormatGapWorking from home is accepted.0.98Alternative work schedules are widely accepted.0.89ImplicationsThere is a considerable gap in the current and desired culture when it comes to transparency. Participants indicate they would like a culture that is more open and for management to be more forthright regarding strategy and decision-making.Employees also desire more alternative work options, both through working from home and operating on flexible schedules. Other items with significant gaps include the need for true debate and a more inclusive atmosphere for individuals with different backgrounds. “There is a huge disconnect between management and employees. The transparency of what is happening and why is lacking.”“Business culture is changing and if COA wants to be competitive it will have to change its culture too. We must learn how to integrate alternative work schedules, working from home and other new ways of conducting business or talent will not come to work here.”Private and Confidential21Factor and dimension detail –Strategic GrowthCurrentDesiredStrategic Growth SummaryEmployees desire a greater focus on intellect, long-term planning, and innovation. There is little net change desired in terms of top-line growth While it is more of a defining feature of COA’s current culture, participants desire a more substantial orientation towards constituents. CULTURE MATRIXLessDefiningMoreDefiningPrivate and Confidential22Items and implications –Strategic GrowthInnovationGapIn general, new ways of doing things are often met with resistance or not appreciated1.32Innovation is rewarded1.31Emphasis on Long-TermPlanningThere is a succession plan in place ensuring key roles will be filled in the future1.82This organization has a planning processthat focuses on the long term1.08ImplicationsEmployees envision a more innovative culture, such as for there to be more appreciation of new ideas and approaches. Respondents cited concerns around the lack of long-term talent and succession planning.There is a more moderate desire for more emphasis to be placed on intellect.“Many behaviors are dictated by the Municipal Civil Service rules -succession planning and targeted hiring is not able to happen under the MCS rules. Too often it seems like we are told to be innovative and come back with a new solution, just to have the new way of doing things put to the side to do things like we always do.”Private and Confidential23Factor and dimension detail –PerformanceCurrentDesiredPerformance SummaryThere is a strong desire for the COA to be more results oriented. Although a more defining feature currently, respondents hope to continue to focus on individual expertisemoving forward. Respondents felt less strongly about changing the organization’s attitude towards speedand the need to work long hours. CULTURE MATRIXLessDefiningMoreDefiningPrivate and Confidential24Items and implications –PerformanceEmphasis onResultsGapThe pay system rewards good performance2.41Individuals are fired forpoor performance2.24Working Hard/Long HoursManyindividuals have a strong work ethic0.90Individuals donot work hard0.65ImplicationsThere is a clear desire for the COA to place a greater emphasis on results. This is made evident when asked about talent management processes and compensation. The other aspects of performance had smaller gaps between the current and desired culture, though employees did cite a greater desire for speed and urgency. “Good performance is not rewarded. Annual review results do not affect one’s pay or job security, so there is much lesser incentive to perform well.” Private and Confidential25Factor and dimension detail –RelationshipsCurrentDesiredRelationships SummaryCOA’s aspirational culture includes a greater emphasis on collaborationand enthusiasm. There is moderate desire for more interpersonal respect and personal communications. Respondents are relatively satisfied with the degree to which employees maintain friendships outside of work. CULTURE MATRIXLessDefiningMoreDefiningPrivate and Confidential26Items and implications –RelationshipsTeamwork/CollaborationGapThere is a lot of trust among individuals1.77Different groups or departments work well with one another1.31Enthusiasm/Motivating OthersIndividuals openlyencourage each other to succeed1.15Overt enthusiasm is demonstrated by individuals0.89ImplicationsThe survey revealed a desire for increased teamwork and collaboration across the organization. This captures the notion of trust and collaboration across groups and departments.Respondents also desire a more enthusiastic culture.The data reflect some calls for increased interpersonal connections and respect. “Most of the time my department executes a coercive, aggressive leadership style, and rewards this behavior over other more effective forms of leadership.”“Managers and Executives are not supported in the Civil Service environment and live in fear of the “gotcha” mentality constantly having to look over their shoulder in fear of the next "anonymous" complaint by a staff member who feels that their opinion was discounted by management.”27Private and Confidential4.AppendixPrivate and Confidential28Raw data overviewMicro FactorsCOA Government CurrentCurrent BenchmarkCOA Government DesiredDesired BenchmarkCultureStrengthTotal3.123.463.994.66Rules Orientation3.073.073.443.51Emphasis on Integrity3.313.754.174.17Awareness of Limitations3.003.273.913.88Timeliness / Promptness3.153.363.954.12Detail / Thoroughness3.453.624.174.23Development / Training Orientation2.782.934.114.22Discipline Total3.123.323.974.36Flexibility Regarding Different Personalities and Thinking3.223.343.923.89Diversity / Multicultural Orientation3.813.744.294.30Non-Elitist Environment3.223.494.014.08Alternative Work Schedules and Format3.072.933.893.71Interest in True Debate2.933.113.753.75Transparency2.723.224.224.36Involvement / Matrix Orientation2.662.913.053.40Openness Total3.083.253.874.02Innovation3.003.114.204.15Emphasis on Long-Term Planning2.883.063.934.14Emphasis on Top-Line Growth2.862.902.822.96Constituent / Donor Orientation3.623.534.244.41Emphasis on Intellect3.023.53.723.86Strategic Growth Orientation Total2.993.243.734.03Emphasis on Results2.543.584.144.22Emphasis on Expertise3.573.854.194.46Urgency / Speed3.353.723.724.28Working Hard / Long Hours3.543.843.864.05Performance Orientation Total3.173.734.004.39Teamwork / Collaboration3.093.484.123.89Enthusiasm / Motivating Others3.153.304.014.46Interpersonal Respect3.433.363.904.11Level of Personal Nature in Communication2.652.883.313.53Outside of Work Employee Friendship3.213.183.313.56Relationships Total3.123.283.794.30Private and Confidential29Open-ended comments: Considerations for the search for a new City Manager“Please look to the leadership qualities demonstrated in the Interim City Manager to build the profile of the new City Managerfor this organization. The Interim City Manager should be seen as a role model for the job.”“I sincerely hope that the next City Manager will bring a true desire and proven track record for employee engagement, and organizational development that taps into the very talented and passionate workforce that we have in the COA. Breaking down silos and even potentially centralizing missions/functions/departments could be extremely beneficial to implementing the strategic vision coming out of current planning efforts with CMO and Council.” “I'd like to see a City Manager who remembers the 12,000+ employees who bust their butts for him/her day in and day out, has a strongenough personality to stand up to the Council when necessary, and isn't afraid to do what's right, even if it's not popular. We (the employees and the citizens) are LONG overdue for someone with those skills.”“Having someone with a true servant-leader approach to their role is critical, who is clearly committed not only to their own success and that of the organization, but to the individuals doing the work every day. The organization and the community appreciate humility, humor and openness/availability/transparency more than a singular focus on the work at-hand. Having someone interested (and engaged) in developing talent at all levels creates great confidence and pride amongst the workforce. ““In my opinion, a City Manager who has a comprehensive understanding of progressive HR structures that can drive performance of the organization will be the single best attribute in a new leader. The regressive practices impact almost every area of the City'soperations. The results are seen daily-inability to attract and retain high quality employees, difficulty in removing/reassigning under-performing employees, inconsistent application of policy, pay practices/philosophy that incents mediocre performance, overly authoritative processes/decision-making, and removal of managerial tools afforded to all other organizations. This culture results in higher costs of service and poorer delivery of those services. Hopefully the search will yield a Manager who will understand this underlyingreason for the cultural gaps and will take thoughtful and swift steps to change the HR structures in place.”“We are hopeful that the selection of a new City Manager will increase the stability in our executive ranks and greatly reduce the focus on self-preservation and self-interest culture among our executives. Selfishness is not an ideal face of a public service organization and the culture it is creating permeates the organization. The City has a great workforce that is gradually adopting an 'every worker for themselves' culture because there is a lack of trust that the executive team is looking out for anyone but themselves."