Our story: how our culture transformation reignited the passion in our people. Short case studies and research papers that demonstrate best practice in HR

Date13 November 2017
DOIhttps://doi.org/10.1108/SHR-07-2017-0046
Pages293-295
Published date13 November 2017
AuthorTom Mahoney
Subject MatterHR & organizational behaviour,Employee behaviour
Our story: how our culture transformation
reignited the passion in our people
Short case studies and research papers that demonstrate best
practice in HR
Tom Mahoney
Tom Mahoney is based at the ITA
Group, Wes Des Moines, Iowa,
USA.
Transformational times. We’re
experiencing them like never
before. No matter the
industry, organizations everywhere
are facing unprecedented market
and economic pressures, adapting
to new generations in the workforce
and learning to survive amidst
factors like the digital revolution and
artificial intelligence.
At ITA Group, we’ve felt the impact
as much as anyone. People are our
business, and in today’s fast-paced,
competitive business landscape,
igniting the passion within them can
be a tough job. We work
passionately and tirelessly to find
ways to inspire and re-inspire our
clients’ people and to create new
value in the eyes of our customers.
But it’s become increasingly
apparent in recent years that
premier talent is going to be our
differentiator; that attracting and
retaining the right people will be key
to us staying relevant and
compelling as an organization.
A major milestone was the
catalyst for re-inspiring our own
people
Besides strategizing innovative ways
to create new value in the eyes of
our customers, ITA Group was
preparing for a major event in 2013:
our 50th anniversary. As it neared,
our executive leadership team
contemplated how we would
celebrate the milestone success
while demonstrating that the future
of the employee-owned organization
is just as bright, if not brighter, than
the past.
At the time, we had goals in place
for the decade ahead: what the size
of the organization would look like
by the year 2020, how many people
we were going to serve and how we
would share our success with the
communities we live and work in.
We knew we could not play with a
playbook designed 10 years ago if
we wanted to realize our 2020 goals
and lay a solid foundation for the
next 50 years. We had to embrace
change, and now was our chance.
Defining our new direction was a
collaborative effort
Once the decision to re-evaluate our
workplace and our culture was
made, we knew we had to further
assess the situation. We had to get
a clear picture of the current
perception of our culture, and to do
that, we needed to connect with the
people that were going to drive the
success of the business.
HR at work
DOI 10.1108/SHR-07-2017-0046 VOL. 16 NO. 6 2017, pp. 293-295, © Emerald Publishing Limited, ISSN 1475-4398 STRATEGIC HR REVIEW PAGE 293

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