Facing the competition of broadband service, he discussed with members of top management team and decided to change the company culture to create sustainable competitive advantages. According to the annual report CTI, , Ricky stated that HKBN got technology leadership with the infrastructure of fiber network which was three years ahead of competitors.
Nonetheless, he thought it was time to create a new and differentiated corporate culture as sustainable competitive advantage. Goal setting will influence employee behavior and motivation. He also led the company to set core purposes and core values. To create talent culture, two policies were implemented. Mini-CEO management is a vertical management model to empower and enable department heads thinking and acting like a CEO.
Talent Engagement Department TED is changed from HR department to control and allocate the resources of not only HR, but also talent development and administration to execute the transformation achieving the building of talent culture.
Google's organizational culture (corporate culture) and its characteristics are Internet services & consumer electronics business management case study. Innovation is a critical success factor in Google's business. This paper will analyze the case study of Harvard Business Review, Organizational culture is a key factor in every company's success and.
Hofstede et al. Researchers argue that HR can be a source of sustainable competitive advantage Wright et al. Steers et al. What factor will be a critical strategic asset in competition? Under the age of information technology, employees not only work for satisfying basic needs, but also work for self-actualization. Talents will want to learn to be leaders rather than followers. What is execution? How to motivate people with goal setting and make it happen during the process of execution? If we can balance 3-H when managing the change, we can build the culture.
To further explore the effect of 3-H factor on the change process of HKBN, the author puts heart-oriented, head-oriented, and hand-approach actions with the concept of change management, leadership and motivation Table II. The author believes that top management wants to help employees to develop their potentials doing good and doing well, use heart-to-heart communication methods, and care not only the interests of the company but also the social communities.
The answer is yes. The role of TED is changed from personnel management to talent management and acquisition. Selected talents have to go through an month on-the-job training to understand all aspects of the company including company history, vision statement, core purposes and core values. Top management wants to use this program to engage young talents who will buy-in the company vision and culture and they will be coached and developed to be the next generation of executive leaders as COO, CFO or CMO in the next 15—20 years.
Young talents feel that they are treasured by top management and know their career path. He suggested the leader to reallocate the resources of news department for service development and set key performance indicator KPI to attract a certain number of views.
Ends with recommendations for managing cultural change. However, it is known not only for technological innovation and being the most user friendly search engine, but also for its employee friendly work environment. These are two most important focus areas at Google. Growth Development and Possible Consequences 1. Establishing a culture of collaboration and trust is not easy, but still it is the first step if you are to create a culture of innovation and creativity. Relationship between organizational culture and job satisfaction Organizational culture expresses shared assumptions, values and beliefs, and is the social glue holding an organization together [ 24 ].
The author proposed the KPI of attracting 10, views in three months, but NiQ said he should aim high. As a leader, the author took the challenge and re-set the KPI of attracting , in six months with a request of extra manpower. As a leader-manager with vision, the author accepted the offer to show top management and the MTs that we could make it happen under limited resources and time. One year later, the YouTube channels attracted over 1m views because talents of news department changed the content direction focusing on feature stories rather than routine daily news stories.
At that time, the company experienced the building of talent culture for over three years. In , the author and the team selected two candidates who experienced the on-the-job training and coaching.
Their performance was above average and they helped the department to produce feature stories covering current affairs in Beijing and Japan outport assignment. It was estimated that the production cost was 15—30 percent lower than our competitors. Normally, a TV news agency will use three people one reporter, one cameraman and one technician to handle outport assignment. Mini-CEO concept is a vertical management model to decentralize authority to better manage respective departmental resources. It can facilitate a lot of innovation in operation of each department.
Surprisingly, the head of production team rejected the idea and showed the attitude of RTC, but other producers supported the idea. Finally, the head of production team resigned and the team was restructured. All production assistants with above-average performance were promoted to be junior producer and arranged them to receive training classes offered by educational partner. It showed that transformation may fail because leaders cannot reduce or overcome the force of RTC.
To implement company vision and create company culture, top management decided to invest more on building human capital to strengthen the talent pool rather than spending on advertising.
Top management wanted to show talents that HKBN cared the learning and development opportunities of staff. Under this direction, TED obtained resources to build life-time learning facilities including a total of 25, square feet talent development venue, an internal library with a wide collection of management books, and professional knowledge series delivered by in-house subject matter experts. The purpose was to deliver the message: right talents stay, and wrong talents leave. One of the significant workshops was held in Hong Kong Disney Hotel. A total of 30 selected talents from different sections joined the workshop with the theme of dream and career.
Talents were requested to form groups and join outdoor activity to find the papers with positive words hiding in the park. After they collected the papers, each group had to construct a statement. With the statement, each talent had to think how to execute the statement in daily operation.
Such kind of activity influenced few of them to resign later. These talents were graded as under-performed and being the potential force of RTC. Using this kind of activity, we can reduce RTC and damage when he or she was terminated under the 5 percent talent upgrade plan. From to , the number of talents increased from 2, to 3, Half of them were working in Guangzhou GZ to support our customer services.
One question for top management and TED was to engage and empower talents with different cultural background. Another question was to engage both local talents and GZ talents to work as a team with shared vision and values. Purpose of EPP was to cultivate a continuous learning and development culture. All permanent talents once joined the group.
In , 62 talents joined EPP to study diploma or degree courses with allowance. Number of applicants increased percent compared to Later, two front-line talents one production assistant and one audio-visual editor from news department joined EPP to study degree courses.
Atmosphere of learning to be a better talent makes employees believe the company is investing on talent development synchronizing the corporate culture. In reality, the attitude and performance of the two talents who joined EPP were improved. With regards to the GZ talents, top management used EDP to groom GZ local staff to management roles, attract and motivate them with reward system. The outline activities of EDP include departmental attachment in Hong Kong, management book reading and mentoring system. Top management of HKBN not only invested on the development of front-line talents, supervisors, and managers, but the company also motivated the talents of TED to upgrade knowledge and skills.
All talents of MT proactively went out to understand the need of our business partner rather than business partner come to us. It was the first and the only one in the local telecommunication industry. It helps supervisors know more the actual workplace and the need of our front-line talents rather request them to complete assignments without evaluating the real situations.
For example, one news anchor and one cameraman of news department were graded excellent performance in Each got the performance bonus which was equivalent to percent of monthly salary. Besides, they were nominated as the outstanding staff and both received award on the stage of monthly management meeting. TED allowed department head to offer working-improvement plan for underperformed staff in one to two months. If he or she could pass the requirements, he or she would have the chance to stay in the department. Otherwise, department head will terminate his or her employment and recruit new talents.
It delivered a message that right people did the right things in the right time. He or she would gain a lot. This is company culture. For example, one graphics designer of news department was graded as under-performed employee and would be one of the 5 percent of employees who would leave the company later. He took ten-month sick leave and the department was not allowed to recruit a new graphics designer because of the policy of freeze-headcount.
Facing this situation, leaders of news department wanted to maintain the morale of workforce synchronizing with the company culture.
Leaders tried to persuade team mates not to guess the objective of that graphics designer, accept the fact that someone got work injury, focus our mind and effort to learn new skills and produce good stories for our audience and achieve department goal. Some talents may treat learning opportunities with financial support from the company as a reward. In HKBN, top management believes talent culture and learning organization can create sustainable competitive advantage. The company launched executive upgrade plan for senior managers to extend leadership pipeline coaching more business executives rather than functional managers.
To reward leader-managers, TED tried to energize them with the concept of enhancement and work-life-balance. Every year, TED conducted management trip which was a one of the outdoor activities for senior managers to see the world.
From to , the author joined the trip to Japan, Germany and Cambodia. One of the key activities was to draw the dream on a A3-size paper in front of the Angkor Wat temple without the disturbance of mobile phone and talking. After this trip, leaders of news department conducted a workshop with TED and life coach again to inspire team members. Regarding the work-life balance, TED offered leave benefit such as sabbatical, paternity leave, examination leave.
It is another evidence for talents to perceive the company concerns not only the organizational life of employees, but also personal development and family life. Supervisors have to communicate with team mates to change working method and style to get the job done effectively allowing team mate to take leave benefit. The good side is that the policy may help the department developing new ways knowledge and skills to improve efficiency.
In order to guide the company and all talents with a clear direction, a unique vision statement and a set of core purposes and values were designed.
The core purposes set three dimensions to change the mindset. First, HKBNers love to experience the emotion of competition, winning and crushing competitors. Second, HKBNers love to experience the joy of advancing and applying telecommunications technology for the benefit of the public. Besides, top management sets two aspirational values: integrity; working with smart, capable, competent and demanding people.