Understanding Workplace Culture for Effective Job Matching
Jamie Mitus, Ph.D., CRC
Hofstra University
July 8, 2009
Outline of Training
-
Overview of Employee’s KSA-V
-
Definition of Workplace Culture
-
Characteristics of Workplace Culture
-
Evaluating Workplace Culture
-
Comparing Workplace Culture to KSA-V
The Client’s KSA-Vs
-
(K)nowledge
-
(S)kills
-
(A)bilities
-
(V)alues
KSA's - The attributes required to perform a job and are generally demonstrated through qualifying service, education, or training.
Department of Labor: http://www.doleta.gov/jobs/Federal_Application_Process/Knowledge_Skills_Abilities/
KSA’s
-
(K) a body of information applied directly to the performance of a function.
-
(S) an observable competence to perform a learned psychomotor act.
-
(A) competence to perform an observable behavior or a behavior that results in an observable product.
Department of Labor: http://www.doleta.gov/jobs/Federal_Application_Process/Knowledge_Skills_Abilities/
(V)alues
Work values are principles that guide your behavior in professional contexts. They define how you work and how you relate to your co-workers, bosses, and clients. They also reveal your potential for advancement.
Seneca Career Resources: http://ilearn.senecac.on.ca/careers/goals/values.html
What is your workplace culture like?
What is Workplace Culture?
A common set of beliefs, values, meaning, and expectations shared by members in a work setting that dictates the type of activities and behaviors assumed by those members.
(Schein, 2005)
The Importance of Workplace Culture (WPC)
-
Contributes to a better job fit and overall integration for the consumer
-
Contributes to consumer’s job satisfaction
-
Contributes to consumer’s job commitment
-
May reduce employer’s turnover
Schein’s Three Layer Culture Model
Artifacts & Behaviors
-
Longevity
-
Shared Tasks
-
Social Times
-
Work Schedule & Routines
-
Employee Training
-
Break & Meal Times
-
Initiation Pranks
-
Employee Incentives
-
Group Customs
-
Celebrations
(Hagner, 2000)
Artifacts & Behaviors
-
Jargon
-
Shared Equipment
-
Staff Meetings
-
Employer-Sponsored events
-
Performance Reviews
-
Organizational Chart
-
Name Display
-
Gathering Places
-
Mission Statement
(Hagner, 2000)
Categorizing Artifacts & Behaviors
-
Design & Structure: degree of formality, division of labor, organizational chart, decision-making process
-
Systems & Procedures: routine, protocol, written policies, communication flow, orientation process, work roles
-
Physical Artifacts: furniture arrangement, workspace, technology, the building facade
-
Social Artifacts: rituals, customs, celebrations, gathering places
Values, Assumptions, & Beliefs
Values
-
Trust
-
Education & Training
-
Profitability
Assumptions & Beliefs
-
People are good vs. evil
-
Free will to learn vs. deterministic
-
Success is define by what you do, not who you are
Values, Assumptions, & Beliefs
Values
-
Team work
-
Diversity
Assumptions & Beliefs
-
People are collective vs. individualistic
-
Heterogeneity is better vs. homogeneity
Identifying the Value with the Artifact: What Might You See?
Value: Team work
Artifacts
-
Employee Incentives
-
Staff Meetings
-
Pace
-
Social Interactions
-
Celebrations
-
Work Space
Identifying the Value with the Artifact: What Might You See?
Value: Diversity
Artifacts
-
Share Tasks
-
Work Schedule
-
Employee Training
-
Performance Reviews
-
Gathering Places
Types of Workplace Culture
-
Hierarchy Culture
-
Market Culture
-
Adhocracy Culture
-
Clan Culture
Hierarchy Culture
Frontline Workers
Frontline Supervisors
CEO
Middle Management
Market Culture
Goal
Employee
EMPLOYER
Employee
Employee
Adhocracy Culture
Clan Culture
“We-ness”
Team
Team
Team
Hierarchy Culture
-
Key Values: efficiency, reliability, fast , & smooth-flowing production, following rules
-
Example: Internal Revenue Service
-
Artifacts: ___________
Clan Culture
-
Key Values: Shared values & goals, cohesion, participativeness, individuality, & sense of we-ness
-
Example: DHL International
-
Artifacts:___________
Market Culture
-
Key Values: competitiveness & productivity
-
Examples: General Electric
-
Artifacts:___________
Adhocracy Culture
-
Key Values: entrepreneurial & creative environment
-
Example: Apple & Pixar
-
Artifacts: ___________
Tools to Assess for Workplace Culture
-
The Employer Openness Survey
(Gilbride, Vandergoot, & Golden, 2005)
-
The Workplace Culture Survey
(Hagner, 2000)
-
The Work Culture Checklist
-
Observation & Interviews
When to Assess Workplace Culture
Pre-employment
Job Development
-
Initial employer visit
-
Job analysis
-
Prior to interview
-
“Secret Shopper”
-
Shadow for a day
-
-
During the interviewing process
When to Assess Workplace Culture
Post-employment
Orientation & Training
-
During formal training
-
During informal socialization
-
Time needed to become proficient in the job
-
“Earlier on is better for later on.”
-
-
During post-employment support services
Who the Experts are about the Workplace Culture
-
HR representatives, frontline managers, coworkers, if possible a higher level manager, & former employees
-
Other rehab professionals
-
Client networking contacts
-
Client following first day on the job
-
Your own site visit observations
Look for consistencies about the workplace culture across experts
Comparing WPC to the Consumer’s Values
-
Train consumer on how to assess the workplace culture before and after hire
-
Both the consumer and provider should complete a Workplace Culture Assessment Tool
-
Review and discuss the assessment to identify most suitable fit
-
Look for greatest congruency between consumer and culture
-
Anticipate discrepancies and solutions that might occur once the consumer is hired – discuss pre and post-hire
Case Scenario:
Workplace Culture
Limeberry Lumber
The Case of Fitting In
Questions
&
Feedback Survey
Contact Information
Jamie Mitus Ph.D., CRC, LMHC, LCPC
Hofstra University- Department of Counseling, Research, Special Education & Rehabilitation -
Email: Jamie.S.Mitus@hofstra.edu
THANK YOU!
TACE Center: Region IV
Toll-free: (866) 518-7750 [voice/tty]
Fax: (404) 541-9002
Web: TACEsoutheast.org
My TACE Portal: TACEsoutheast.org/myportal
Email: tacesoutheast@law.syr.edu
Education Credits
Participants may** be eligible for CRCC and CEU credits.
CRCC Credit - Pending (2.0)
-
By Tuesday, July 14, 2009, participants must score 80% or better on a online Post Test and submit an online CRCC Request Form via the MyTACE Portal.
CEU Credit (.20)
-
Site Coordinators must distribute the CEU form to participants seeking CEU credit on the day of the webinar.
-
Site coordinators must submit CEU form to the TACE Center: Region IV by fax (404) 541-9002 by Tuesday, July 14, 2009.
My TACE Portal: TACEsoutheast.org/myportal
**For CRCC credit, you must reside in the 8 U.S. Southeast states served by the TACE Region IV [AL, FL, GA, KY, MS, NC, SC, TN]. If beyond TACE Region IV, you may apply for CEU credit.
Disclaimer
This presentation was developed by the
TACE Center: Region IV ©2009 with funds from the U.S. Department of Education, Rehabilitation Services Administration (RSA) under the priority of Technical Assistance and Continuing Education Projects (TACE) – Grant #H264A080021. However, the contents of this presentation do not necessarily represent the policy of the RSA and you should not assume endorsement by the Federal Government [34 CFR 75.620 (b)].
Copyright Information
This work is the property of the TACE Center: Region IV.
Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the authors. To disseminate otherwise or to republish requires written permission from the authors.