PDID-PO-STARTUP-V1



Culture and Team Building Program – Implement and Embed the Change

At UWA we approach Culture and Team building as a set of activities and behaviours occurring over a period of time rather than one distinct event. This guide outlines the Culture and Team Building program that is available through Human Resources at UWA. Please consult your HRBP if you wish to engage further in this process.

Building trust within teams who go through an organisational change process is critical to maintaining staff wellbeing, as well as enhancing productivity, performance and engagement levels. This guide contains brief information on creating culture and high performing teams and a template setting out some activities that can support delivery of this.

Culture

Culture is made of several components; however very simply, it is “the way we do things around here”. The below Cultural Web can be used as a guide to evaluate the current state as well as the future desired state of culture in your area.

. [pic]

The Cultural Web (Johnson, Whittington and Scholes)

Leading High Performing Teams

Many existing teams will change and new teams will form. It is important that you lead your team effectively through various stages of development to maintain high performance. Tuckman’s Group Development Model is one model that can be used as a guide to understand the phase your team may be in, and what their needs might be.

[pic]

Group Development Model (Tuckman)

|Culture and Team Building Schedule |

|Draft schedule of culture and team building activities. |

|Activity |Timeline |Comment |

|Forming |Storming |Norming |Performing |Adjourning? |Continuous Improvement | | | |Mth |Mth |Mth |Mth |Mth |Mth |Mth |Mth |Mth |Mth |Mth |Mth |Mth | | |All staff meetings | | | | | | | | | | | | | |Cascades key strategic decisions and information to team. Engages all staff in decision making and process improvement activities. Provides a regular forum for teams to raise issues and / or seek clarification with management. Conducted over all-staff lunch. | |Leader and Team Induction | | | | | | | | | | | | | |Accelerates the on-boarding process of a new leader/manager and team to build relationships, set expectations thereby increasing the likelihood of team and leader success and achieving productivity earlier than would otherwise occur. | |Leadership Team meetings | | | | | | | | | | | | | |Provides a regular forum for discussion, decision-making, strategy development and project management among Leadership Team. | |Role Induction (including PD) | | | | | | | | | | | | | |Provides an overview of the particular role an individual is employed in and how that role contributes to the overall vision and goals of the area and organisation. | |Support Network | | | | | | | | | | | | | |Maintains expert advice, authority and resources for the team through participation of other University/ sector staff. | |Social gatherings e.g. bbq | | | | | | | | | | | | | |Develops interpersonal relationships early in the process and provides staff with opportunities to meet others who will be moving into the structure | |Corporate/ Area Induction | | | | | | | | | | | | | |Provides an overview to individuals about the ‘big picture’ of the University. Overall vision, goals, milestones, structure, customers. | |PDA | | | | | | | | | | | | | |Establishes individual goals over a period of 12 months, providing staff with a clear set of outcomes required. Important to establish individual goals early that are aligned to strategy. Provides a mechanism for two way feedback with individuals on performance against key result areas and competencies, goal setting and career development/aspirations. | |High Performance Culture Plan | | | | | | | | | | | | | |Understand current state Culture and design future state with action plans to deliver a high performance culture within the area | |Team Climate surveys | | | | | | | | | | | | | |Measures the health of teams at various stages. Conducted through employee surveys with the aim of providing feedback to the leadership team. Often followed up with focus group discussions about particular areas of interest enabling team engagement and consultation in developing action plans. | |Consultative Committees e.g. Social Club, WHS | | | | | | | | | | | | | |Engages staff in small special interest committee groups to manage and address a range of work practices such as HSW, process improvement, facilities, social activities etc. Can be used as a bottom-up problem solving process. | |Reward and Recognition | | | | | | | | | | | | | |Rewards and recognises team and individual achievement and reinforces the values of teamwork. | |Training and Development | | | | | | | | | | | | | |Undertake T&D to build capability, close gaps and support delivery of area objectives and University strategy. | |Further Team Building Activities | | | | | | | | | | | | | |Consult with OD team as to what is suitable and on offer. | |

................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download