“To build a sustainable culture, the entire organization has to be involved towards that purpose,” recommends Marcelo Fumasoni, Vice President & Head of Human Resources, Latin America & Canada, Novartis Pharmaceuticals. Top leaders have to be a living example of the organization’s values and behaviors, he believes.

Fumasoni is a speaker at the marcus evans Latin HR Summit 2017, taking place in Panama City, Panama, May 25-26.

How can HR build the “right culture” that is sustainable? What do HR leaders find most challenging?

Shaping the organizational culture is not only an HR mandate. To build a sustainable culture, the entire organization has to be involved towards that purpose. The top leaders should be the main sponsors of the culture change.  

The most challenging part is keeping everyone in the organization engaged and aligned on what the “right culture” means to them. My best advice is that top leaders must sponsor and role model the behaviors expected in the new or proposed cultural framework.

What strategies or methodology would help create a high performance team? 

In our case at Novartis, we defined that one of the key business strategies for our sustainability and growth would be to build “High Performance Teams”. All top teams in the organization have gone through or started their HPT journey to become a High Performance Team.

This a pillar in our cultural journey too, as the HPT journey usually takes 12-18 months where teams define their purpose, team dynamics, how to be more efficient in their interactions and improve their relationships. During the journey they meet face-to-face for two days at least three times.

How can HR ensure employee behaviors are aligned with the goals and purpose of the organization?

Role modeling is the key phrase. Although this is sponsored by HR, top leaders will be a living example of an organization’s values and behaviors. In our specific case, we refreshed our values and behaviors recently, and associates from across the world had a voice in defining that identity for our organization.

What protocols do teams need to establish, and how?

In the HPT methodology we apply, we work on five key elements of HPTs – Team Purpose, Objectives, Roles & Members, Team Protocols and Team interfaces. When we work with Team Protocols, it is very important to first tackle the way teams communicate, ensure interactions are good. Lack of clarity in how teams communicate can create conflict in the early stages.

How can HR motivate and engage employees? What are employees looking for?

Of course working for a company with a good reputation in the market, a successful business and purpose (Employee Value Proposition) is very important for engaging future and current associates. Elements such as corporate social responsibility, ethics and compliance are also very valued, as well as the opportunity to innovate and create. More than ever, candidates and employees today are looking for a good Work-Life balance and this applies across generations the same way.

Any final words of advice?

Working on our own inspirational leadership abilities will be crucial to engage all relevant audiences along the organization in this time of permanent change and evolution of business operating models. For that purpose, mastering organizational development practices will be key, as well as leading change all along the different cycles of the organization.

More Information

Recent Delegates

Summit Speakers