130701 ahp culture framework final ahp

Codifying our Culture | The AHP Culture Framework 1 July 2013

Contents

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Codifying Culture Discovery Customer

experienceCulture

componentsVisual

identity Behaviours Application

Context and background

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AHP initiated a project to codify our culture because we: • want to be deliberate in creating a positive experience for the people of

AHP • strive to build, deliver and sustain one consistent AHP experience in every

interaction internally and externally

A consistently positive customer experience is critical for AHP to fully live out its mission to plan for, find and keep the workforce needed to deliver health for all.

Codifying Culture Discovery Customer experience

Culture components

Visual identity Behaviours Application

This document outlines the culture project’s journey and the AHP culture framework components for the purpose of discussion.

Mindset

Values

Purpose

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3

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1

Behaviours

Customer Need(rational and emotional) Culture Framework

How the organisation meets the customer need results in a customer experience.

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Customer Experience


Culture components


What creates a customer experience?

Why is codifying our culture important?

Articulating our culture in behaviours enables a shared understanding of what we must do to create a consistently positive experiences for our customers.

Mindset

Values

Purpose

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3

2

1

Behaviour

Fully live out our mission to plan for, find and keep the

workforce needed to deliver health for all.

Measure performance based on the

demonstration and evidence of the desired

behaviours.

This will enable us to:

Build and align people processes within the

organisation, sustaining the internal customer experience.

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Culture components


Contents

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experienceCulture

componentsVisual


The journey of discovery

February JuneMayAprilMarch

Readiness conversations

Customer experience conversations(36 total)

Engagement Survey

55 questions

91% completion

Synthesise and code this

information to discover our behaviours.

What is culture?

Customer experience

Who are my

customers?

Culture creates the customer

experience

Reinforcing and sustaining

culture

Review internal data

Feedback

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Feedback


Culture components


Socialisation: Learning key concepts

Customer experience

Who are my customers?

Reinforcing and sustaining culture

Measuring culture

Integrated talent management

Culture

1

5

3

2Culture creates the

customer experience

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7

8

19 March

10 April

8 May

22 May

5 June

3 July

17 July


Culture components


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experienceCulture

componentsVisual


Definition of desired AHP customer experience

I am secure

I have a relationship

Process knowledge

Mindset

Values

Purpose

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3

2

1

Behaviours

Customer Need(RATIONAL and EMOTIONAL) Culture Framework Desired Customer

Experience

Insights and information

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They are knowledgeable

I have opportunities for growth and a future

Next steps

Practical solutions

“AHP ensures they understand the specific

context and come up with practical solutions. I feel

secure in their abilities and I know exactly what’s going on every step of the way. I can trust them to follow

through on what they say.”


Culture components


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experienceCulture

componentsVisual


Culture components

Latent (not visible)

Behaviours are our purpose, values and mindset in action. Behaviours are observable and therefore measurable.

Shared perspective or disposition that determines responses and

interpretations

Belief in which there is an emotional investment/ Essential principles to

guide our decision making and actions

Deep and lasting reason for our existence

Behaviours

Purpose

Values

Mindset

Manifest (visible)

Expression of Purpose, Values

and Mindset4

3

2

1

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Culture components


Purpose

What is our purpose and why is it important?

It is the reason for our existence

The reason we exist is to help plan for, find and keep the workforce needed to deliver health

for all

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Codifying Culture Discovery

Customer experienc

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Culture compone

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Values

What are our values and why are they important?

Values are the reason people do what they do

Our values shape our

interactions with each other as well as with our customers

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Customer experienc

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Values provide the underlying principles that

guide everything that

we do

Values inform our mindset,

defining what is important to us

Values

What are our values and why are they important?

Passion

We believe deeply that people should

have access to healthcare. This

belief creates enthusiasm and tenacity in us to help make this happen. Our

passion drives us to persevere in the

face of obstacles, to find solutions where

others might lose hope.

Professionalism

We hold dear the individual value of

every human being. We serve with

excellence and care because that is what

we believe every person deserves.

We do not compare ourselves to what

others think is acceptable, we

believe in quality delivery no matter

how tough the circumstances.

Integrity

We believe in building and

keeping the trust of those we work with.

We believe that integrity is lived,

rather than merely spoken. We believe

in clarity and honesty in every

relationship, even when it’s hard.

Innovation

We believe that innovation is about doing things better. Our intention is to

always discover better ways of

delivering solutions for the people we serve. We believe

that innovation should be

deliberate, rooted in learning and beneficial for

people.

Unity

We believe “the whole is greater

than the sum of the parts”. We know without a doubt

that strong collaboration

enables the best solutions. We are people who place the needs of our

mission over personal ambition.

For us, unity enables a

cohesiveness of purpose and action

in all we do.

Values are the reason people do what they do


Customer experienc

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Mindset

What is our mindset and why is it important?

It is our shared perspective that guides our responses

It differentiates us

Delivering pragmatic solutions

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Customer experienc

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Behaviours

What are our behaviours and why are they important?

If we were living the mindset, what would AHP people

be doing?

Behaviours define what people do in the organisation

Purpose, values and beliefs are abstract constructs used to describe things we cannot see.

To measure, we operationalise our values by expressing them in behavioural terms.

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Customer experienc

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Culture compone

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Definition of AHP behaviours

Behaviour DefinitionWhen we connect with people we seek to understand their context and their real need. This connection underpins everything we do because it enables us to gain understanding that must inform how we serve. Our ability to deliver a pragmatic solution must start with understanding the real need we are serving. Through connection we foster real relationships and make it possible to take effective action.

We are pragmatic people who make a real impact. The journey we go on to have an impact is often long and complicated. We reduce complexity by defining the most effective approach to solving the need. Because of our deep belief in real change, we take the time to use past lessons to inform the most innovative way to provide a solution. We take defining the problem we are going to solve and the best way to solve it very seriously. We are innovative planners.

Our unwavering belief in collaborative solutions drives us to enable unity in everything we do. We work with diverse people to deliver the most pragmatic solution and we need groups of people to mobilise around solutions. In order to make this possible, we are rigorous in how we share information. We want the people we work with to feel secure in the journey to a solution. We are proactive communicators, bringing comfort, insight and security through sharing of knowledge.

Serving with excellence is not negotiable for us. Delivering on what we promise is how we maintain long term trusting relationships with people. The work we do is complex and often requires wise adaptation in our approach to ensure we deliver on our commitments. We execute our plan to meet the real need, maintaining a healthy perspective in often difficult circumstances. We collaborate effectively under high pressure.

In order to innovate and define the most pragmatic solution, we prioritise learning. We learn from the people we work with, from research and from past mistakes. We actively seek out opportunities to develop our abilities and technical knowledge for the benefit of our mission. Learning is how we ensure our long term impact.

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I connect

I plan

I deliver

I keep people informed

I lead for growth


Customer experienc

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Culture compone

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There is evidence of a culture in every action, decision and customer experience.

Cultural artefacts

Artefacts are one of the ways through which we socialise our culture framework.

“It’s not what you look at that matters, it’s what you see.” -Henry David Thoreau

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It’s the language we use

It’s how we plan

and organise

Its how we handle

conflict

It’s how we learn

It’s how we use

symbols

It’s how we make decisions

It’s howwe dress

A visual identity is a graphic representation of how we do things. Graphics allow people to visualise the meaning of text in a more meaningful way.

Visual Identity


Customer experienc

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experienceCulture

componentsVisual


AHP visual identity: Principles

Our culture’s visual identity communicates our mindset and our desired behaviours

Our visual identity is consistent with our current branding

Our visual identity represents our behaviours and its components should always be shown together to represent our culture in action

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Customer experienc

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AHP visual identity: Our mindset

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Pragmatic (adjective)• dealing with things sensibly and

realistically in a way that is based on practical rather than theoretical considerations

Oxford English Dictionary. Copyright © 2013 Oxford University Press

Solution (noun)• a means of solving a problem or dealing

with a difficult situation • the correct answer to a puzzle• (solutions) products or services designed to

meet a particular need

Area of influence


Customer experienc

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AHP visual identity: Our behaviours


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I connect


I deliver

I lead for growth

I plan


Customer experienc

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Culture compone

ntsVisual

identityBehaviour

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experienceCulture

componentsVisual


The complete AHP culture framework

Latent (not visible)

Behaviours are our purpose, values and mindset in action. Behaviours are observable and therefore measurable.

Manifest (visible)

MindsetDelivering pragmatic solutions

ValuesPassion

ProfessionalismIntegrity

InnovationUnity

PurposeThe reason we exist is to help plan for, find and keep the workforce needed to deliver health for

all

Behaviours

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I connect


I deliver

I lead for growth

I plan


Customer experienc

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Culture compone

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identityBehaviour

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Behavioural standards

In order to drive a consistent customer experience across all interactions, it is important to be

specific about what it means to demonstrate the AHP behaviours.

Our behavioural standards create clarity of what it means to demonstrate a behaviour.


Customer experienc

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I connect


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Customer experienc

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Culture compone

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• I listen to hear the rational need without interrupting• I consider the individual context and identify the

emotional need• I ask appropriate questions to clarify my

understanding of the real need• I respond appropriately to the real need

(encompassing both rational and emotional)• I demonstrate openness to ideas different to my own• My language and style serve the relationship (above

my own agenda)

I plan


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Customer experienc

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Culture compone

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• I make time to think through my approach, considering past learnings, the real need and the possible impact on AHP’s strategy

• I use appropriate research and information to inform my thinking

• I turn the need identified into clear and realistic objectives

• I identify the what, when, who and how necessary to achieve my objectives

• I define and document a clear plan



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Customer experienc

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• I consider the context and identify appropriate communication channels

• I commit to defined dates and times for updating people

• I explain the why, what, how and who of the journey• I build buy in and confidence by using appropriate

language and style for the context• I am proactive in sharing information

I deliver


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Customer experienc

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• I define my commitments clearly• I deliver what I committed to• I deliver at the date and time I promised• I adapt to unforeseen circumstances by effectively

modifying my approach when necessary• I remain calm under pressure, maintaining a healthy

perspective• I collaborate effectively with other people

I lead for growth


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Customer experienc

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• I seek out opportunities to learn, improving my skills, knowledge and expertise

• I seek out feedback from others about how to improve my contribution

• I share learnings in a structured way so that others can benefit from my experiences

• I encourage new and innovative approaches• I prioritise learning from others

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experienceCulture

componentsVisual


Putting it all together…

AHP customer need(RATIONAL and EMOTIONAL)

AHPculture framework

Desired AHP customer experience

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PurposeThe reason we exist is to help plan for, find and keep the workforce needed to

deliver health for all

BehavioursI connect

I planI keep people informed

I deliverI lead for growth

ValuesProfessionalism

PassionIntegrity

InnovationUnity

MindsetDelivering pragmatic solutions

I am secure

I have a relationship

Process knowledgeInsights and information

They are knowledgeable

Next stepsPractical solutions

I have opportunities for growth and a future

“AHP ensures they understand the specific context and come up with practical solutions. I

feel secure in their abilities and I know exactly what’s going on

every step of the way. I can trust them to follow through

on what they say.”


Customer experienc

e

Culture compone

ntsVisual

identityBehaviour

sApplicatio

n

How will we apply our culture framework?

Build the supporting people architecture.

Culture Framework•Customer experience•Purpose•Mindset•Values alignment•Core Behaviours

Foundation•Organisational Structure•Role Profiles•Behavioural Standards

Find•Recruitment Strategy/Processes

•Selection Process•Onboarding Framework

Grow•Recognition Programme•Performance Management Process

•Learning Frameworks

Keep•Compensation Philosophy

•Succession Planning•Career Pathing

Defining the desired culture

2 Sustain the culture through leading and managing in alignment to the culture

framework

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Long term sustainability of our desired culture requires organisational alignment to the culture framework. How people experience our culture is influenced by our people management processes, policies and procedures. These will be aligned to our culture framework.

✔

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“Business and human endeavors are systems…we tend to focus on snapshots of isolated parts of the system. And

wonder why our deepest problems never get solved.”

Peter Senge

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