Why and how do we Create a Strong Organisational Culture Now?
Culture prior to the pandemic
Before the COVID-19 pandemic, leaders could describe how they intended the culture to be, but they lacked confidence in their ability to foster a setting that mirrored that state. Back then, 70% of HR leaders were certain that they understood the culture that their company needs to promote organisational performance. However, just 30% of respondents said they felt their workplace reflected their ideal values. What does this tell us? Before the pandemic, there were already issues with organisational culture.
Culture succeeding the “new normal”
Most employees view the widespread transition to flexible work as an overall improvement for their organisation’s culture, despite concerns that remote and hybrid work would weaken organisational culture. 76% of recently hybrid employees say they have a favourable impression of the “workplace.” Likewise, 64% of hybrid employees and 66% of remote workers think that their organisation’s culture favours their jobs, compared to only 52% of on-site employees. Even so, doing this requires effort. The organisational culture must be robust enough to draw in and keep top employees, foster consistent performance, and achieve business goals. It’s crucial that we comprehend how the new environments—virtual and at our homes—where we spend more time- affect how we act.
The remote work environment significantly impacts the “connectedness” factor. Only one out of every four workers feels a connection to the culture of their company. According to a Gartner study, only 18% of employees feel they work in a “fair” workplace. For organisations seeking to attract and keep talent, this kind of warning sign portends impending peril, reminding us of the necessity of instilling justice into our behaviour. Author Neil Woolrich suggests the following to help create a strong organisational culture right now:
- Analyse your business strategy and decide which two or three elements are necessary for success.
- Make sure all employees, feel a connection to the culture; Co-located or remote. The key is to operationalise it. Some business executives might think that the actual office is what will ultimately make people more connected. However, culture is driven by our behaviour, not the environment.
- We must consciously activate culture. People cannot simply be ordered to behave in a certain manner. For instance, it is ineffective to solely use material objects, such as writing your principles on a wall. We must go on to discuss the “how” of incorporating culture into daily work activities.
The organisations that manage this well will be aware of the new cultural factors at play. Moreover, they will know how they are operationalised in our new working environments. Culture-driven transformation efforts show to have a greater and lasting impact. You need to develop a supportive and sustained culture of performance to attain true success. Analysing the existing culture is a great place to start.