Many organizations view “culture” as a problem that needs to be solved, typically after an increase in employee turnover, declining performance, or some disruption such as a merger or acquisition. By the time culture is raised as an issue, there is usually already a lack of energy, focus, and dedication.
One of the many key factors for a startup’s growth is its culture. Nurturing the culture of the company from early on is paramount. A strong, thriving, culture of growth depends a lot on the core values we set for the startup and the employees.
For all the talk surrounding Facebook’s Trending Topics over the past few weeks, one aspect of the story that hasn’t received much coverage is Facebook’s toxic work environment. One former member of the Trending Topics team claims “poor management, coupled with intimidation, favoritism and sexism” resulted in a demoralizing environment and an unusually high number of employees quitting.
Employee engagement surveys have been around for decades, but executives constantly tell us that they don’t know what to do with the information they receive from them. One CEO recently said to me, “We get the same score every year, and I don’t know how to make improvements based on a generic set of survey results.”
What good is having the data if you can’t use it to your company’s benefit?
Despite the issues with measurement techniques, employee engagement is critical to every organization’s success. But companies need to stop focusing on boosting engagement and start using metrics to create a better company culture.
The era of big data has allowed sales and marketing professionals to exponentially expand their reach over the past 10 years. Analytics do the heavy lifting, providing insights about consumer behavior and trends that companies can use to their advantage.
Does your internal company culture impact your external brand? Yes. Think about company culture as your organization’s identity to the world outside the four walls of your office. Every interaction your employees have with customers, suppliers, even friends and family impacts how your company is perceived.
It’s almost impossible to read an article about company culture that doesn’t talk about its impact on employee performance. Yet for all of this coverage, there is very little public data for leadership teams that supports this relationship. We can do better.
Culture change or evolution is one of the most challenging projects for a leadership team to undertake. It requires every leader, manager, and employee to internalize a new set of priorities which constitute the aspirational culture for the company’s future. This process takes time, and requires a consistent and quantifiable framework for tracking progress.
Every executive team understands that company culture is a vital, if often overlooked part of their strategy. Culture is neglected because it is always essential but often not urgent. Why? Executive teams often believe they are communicating their values more clearly than they actually are.
For HR and business leaders, employees are customers. This means that analyzing and improving each stage of employees’ journey within the company is crucial. Creating a fulfilling place to work is a major part of any employer’s job. You don’t do this out of a sense of altruism but because it is the best thing for the value of your company. Happy and engaged employees onboard more quickly, are more productive, stay longer, and continue to spread goodwill after they leave.