“Workers in different positions have different perceptions about who’s calling the shots,” notes an article at benefitspro.com.
A significant number of employees surveyed by the Workforce Institute and WorkplaceTrends.com don’t know who’s responsible for determining the culture at their organization.
Although one-third of human resources (HR) staff believe their role is to set the company tone, a mere 10% of other staffers agreed.
About 25% of company executives claim cultural responsibility, while 11% of HR workers and only 9% of the remaining staff concur.
If neither HR workers nor senior management determine culture, it would reason that workers at large are in charge—but, no. “Only 29% of employees believe that they are the most important cultural force in the workplace,” says the article.
Also up for debate are critical factors to define company culture. Some say compensation, mutual respect, and work/life balance are key. HR staffers believe benefits, mission, and leadership examples set by management are at the fore.
Why is corporate culture important, and what drives this vital element to business success? Do you know your credit union’s culture? Who is responsible for defining it?
‘Corporate culture matters. How management chooses to treat its people impacts everything for better or worse.’ --Simon Sinek, author and motivational speaker
We might speculate that mission statements and company values carry weight in defining culture. But “even the most inspiring of these…tend to fade into the background during the daily bustle of the work day,” says an article in the Harvard Business Review.
Employees require a sense of purpose to be happy and engaged. In fact, a Deloitte study reveals workers are loyal to employers that contribute to an individual’s interests.
Dialogue is important in this objective. Guiding leaders will assist employees in identifying purpose.
Managers can ask five questions to start the conversation:
Since happy employees influence corporate culture, the next step after helping the individual feel valued might be to identify broader organizational objectives that likewise make impact.
“Most companies could stand to improve their culture,” reveals a Harvard Business School survey as reported at benefitspro.com.
The survey asked employees to make distinctions between “good culture” and “bad culture.”
“Good culture,” according to workers, is described as “pleasant,” “meaningful,” “strong,” and “collegial.” “Peace” is also mentioned as a positive.
Words used to describe “bad culture” were “lack,” “poorly,” “negativity,” “unhappy,” and “toxic.”
There are six aspects of company culture that garner assessment of “good” or “bad.” They are purpose, success, appreciation, opportunity, well-being, and leadership.
Culture matters, and the Harvard study measured business impact of a “good” culture as defined by these six variables.
“Organizations that marginally improve in each of these six areas see dramatic improvements in recruiting, engagement, tenure, satisfaction, and other business metrics such as revenue growth and expansion.”