Richard Perrin, Partner and Head of advisory at KPGM in Romania, defines the term as:
“The sum of values and rituals which serve as “glue” to integrate the members of the organization”.
Organizational culture is a group of internal values and behaviors in an organization. It includes experiences, ways of thinking, beliefs and future expectations. It is also intuitive, with repetitive habits and emotional responses. We also call it corporate culture.
Why does organizational culture matter?
Organizational culture matters because cultural elements determine an organizations strategy, goals and methods of operating…. Organizational culture is important because its been shown to have a significant impact on organizational performance.
What is the role of organizational culture?
Culture shapes the way employees interact with their workplace. A healthy culture encourages employees to stay motivated and loyal to the management. Additionally, the work culture promotes healthy relationships amongst the employees. It also goes a long way in promoting healthy competition in the workplace.
Workplace culture#1: strong leadership
Workplace culture#2: customer service excellence
Workplace culture#3: sales
Workplace culture#4: role playing
Workplace culture#5: innovation
Workplace culture#6: empowerment…….
What are the elements of organizational culture?
To keep and attract high caliber talent, companies need to build and sustain great organizational cultures. To do this there are five essential elements organizations should address: purpose, ownership, community, effective communication, leadership.
BEST PRACTICES:
Assess your culture:
Before beginning a journey it’s a good idea to understand the starting point. Issuing a short survey across your organization. You can ask employees about three kind of values
Values that are important to them
Values they see being expressed in the current culture
Values they believe will take the organization to the next level
Engage a cultural dialogue:
Once you have collected and analyzed the data from your cultural survey, engage in a dialogue about your findings. You should take an approach that involves a wide cross section of employees at all levels, functions, and locations from senior leaders to new hires.
A great dialogue begins with an easy to understand presentation of the survey findings. Be transparent during the presentation: share the good news as well as the problems uncovered. You can then facilitate a discussion aimed at identifying two or three cultural elements or focus areas that might bring about the desired cultural transformation. Example of these focus areas could include leadership development, innovation or recognition.
Create behavior promises:
Through your dialogue, you will identify the right culture elements focus on. From there you will need to identify that employees can easily understand and model. These desired behaviors will become your organizations behavior promises.
For example, let’s say your organization decides that the culture should focus more on accountability. You might choose the following behavior promises:
. Holds self and others accountable for behaviors and results
. seeks, embraces, and freely gives constructive feedback.
. Freely admits mistakes, and works to fix them and learn from them.
Create a culture measures dashboard:
A culture measures dashboard is much like any other scorecard. The goal is to keep it simple and choose metrics that employees believe they can impact. Once developed, each team should have access to culture measures dashboard and should be included in developing the best metric for their team. A metric for leadership development might be gleaned from employee engagement scores. The key is to align cultural values, behaviors and metrics so that everyone can understand their impact on the culture.
Update HR practices:
To ensure buy in across the organization. It’s important to integrate the behavior promises and metrics into your performance review process, as well as hiring and promotion practices. You will want to fill your organization with players who share your cultural values. You only need to look at the dismal track record most mergers to see what happens when people with different cultural values try to work together. Hiring, rewarding, and recognizing people for embracing and embodying your culture values is essential to sustaining your desired culture.
Communicate always:
Communication efforts must begin right from the start for any cultural transformation. As soon as you announce your first culture assessment, explain your increased focus on consciously managing organizational culture. Communication should be a long-term commitment to an ongoing and deep dialogue that welcomes and encourages input from all levels of organizations.
Reassess culture regularly:
The final best practice to create best organizational culture is committing to reassessing the culture every 1 to 2 years. If we follow the first six best practices, we can make sure that our company is moving in right direction. You will discover what works well, what belongs in “maintenance mode “and what new initiatives are needed to move your culture yet again to the next level. You can repeat the process over again, tweaking and adjusting behavior promises, metrics and HR Practices.
Organizations mature and develop in a similar pattern to individuals and creating a vibrant and engaging culture is a life long journey. It’s also one with great rewards!
START THE JOURNEY!
CHOOSE THE BEST!
BE THE BEST!
Fathima Shamsudheen
HR Manager
AirCrew Aviation Pvt Ltd
Fathima.aircrews@gmail.com
www.linkedin.com/in/fathima-shamsudheen-5275171b8
www.portrait-business-woman.com/2020/10/Fathima-shamsudheen-hr-manager-aircrews.html
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