What Creates a Great Corporate Culture?
Any group of people coming together for any reason for an extended period, eventually, manifest their very own specific and cherished set of cultivated behaviors, values, customs, beliefs, and etc. From the athletes signing up to the small-time local sports teams to employees of diverse backgrounds forming the fundamentals of a major multi-branched organization, the word culture slowly lurks into people’s minds, and not long after, it becomes a case of immense value. In today’s business sector, lifestyle and corporate culture shaping factors play a decisive role in guiding companies into salvation and success.
Based on research by Deloitte, 88% of employees and 94% of executives believe a distinct corporate culture is vital to a business’s success. The value of “company culture” is deforming the ways everything is done in the office and taking small startups and big organizations by storm, and we are seeing them achieving a lot of success by introducing new methods.
For example, everybody doesn’t just know Google for its search engine, they also recognize it as a company with unique and sometimes luxurious benefits for its employees. On the contrary, smaller establishments and startups tend to reshape the rules of office culture with perks like flexible working hours or unlimited off days.
As encouraging and pleasant as those might sound, new changes come with new barriers. To reach more modern standards, what corporate culture shaping factors do today’s companies have to tackle? What unexpected challenges keep them away from building a better working atmosphere? Let’s take a look at those.
As the organization’s works and connections introduce them to the world and conventional borders become less and less relevant, the globalization of the workplace takes over the offices and hits the headlines as one of the critical corporate culture shaping factors.
Today, professionals come from every corner of the world with different cultures and societies, and the race for the best talent acquisition has already started on a global scale. As a wide range of nationalities gets accepted in now-presumed borderless companies, we observe a noticeable shift in corporate culture with diverse employees hard at work.
With this high rate of globalization changing the face of every organization, no doubt remains; businesses need to adjust and flow with the trends or be succumbed to inevitable extinction.
Living in a performance-driven community can be demanding and shatter the face and the core values of an organization. And, as pressure piles up to keep up with the company’s speed, workers’ stress levels rise up, and it can get ugly.
Truth to be told, performance follows culture. For example, if a manager acts on his impulses and doesn’t reward his workers for a job well done, not only can’t let out the ongoing pressure and focus, they also feel let down and ashamed. This kind of feeling and vibe in the working environment buys the organization the tacky nickname of a “cut-throat.” Cut-throat companies push their employees to perform at their highest in any way possible.
What these highly competitive cut-throat companies, who push the staff over its limits, fail to understand is that this kind of corporate culture comes with its own negative impacts.
High-pressure environments tally up the healthcare expenses to higher rates, sometimes as 50% greater than other companies. The employees working for these don’t-take-no-for-answer organizations find themselves more stressed and under pressure. Their visits to the doctor are more stress-related cases, and they suffer from additional health problems.
In modern business society, every manager tries to get the most out of his employees by pushing them to work for the entirety of their salaried hours. In reality, this is a far-fetched scenario from what is truly happening at offices.
Studies show that the average modern staff (Generation Y, Z) stay productive for only a staggering 3 hours of the day. While hovering at such low rates, managers’ attempts to boost the productivity by making the employees work from dawn to dusk which doesn’t end in anything than workers’ constant failure, loss of motivation, being susceptible to making mistakes, and catching physical and mental sicknesses; in a word, corporate culture ratings drops.
To counter these problems and send out a positive message to your workers, companies have to try to build an environment of trust by believing in them. Also, cutting down on unnecessary internal meetings means less interruption and boost productivity. Keeping everything simple is also vital; set clear objectives for everyone after you’ve provided them with the essential training. After this is done, don’t forget to ask them for their feedback. Feedbacks not only give you insight on whether or not you’re on the right track but also makes the employees feel appreciated and crucial to the company’s growth and leads to a healthier and more effective organizational culture.
No opportunity can present itself without equality. Equal opportunity, as one of the key corporate culture shaping factors, for everyone within the boundaries of a workspace can only be achieved through companies reshaping and rethinking their HR strategies and structure.
To create equality in the workspace and workforce, companies need to comprehensively inherit the equality theory, and only then can they shoot for long-term success. A more recent study indicates that if an atmosphere of equal possibilities is to achieve:
- Women are four times more likely to rise.
- Men are two times more likely to rise.
- 95 percent of people will be satisfied with their career paths.
Now, taking such a life-altering vast leap cries out for an iron will. Companies need to deal with the idea of change and enforce it. What can they do to cushion the blow and pave the way? Here are some things that could possibly make things easier:
- Bold leadership: Don’t underestimate women. Women are twice as likely to be on the fast train in organizations that have published a diversity target.
- Comprehensive action: Involvement in a women’s network correlates with women’s advancement, but the vast majority (81 percent) of the women surveyed for the reported work for organizations without such a system. In companies that have a women’s network, six in 10 women (62 percent) participate, with more than two-thirds (69 percent) of those women in a women’s system that also includes men.
- An empowering environment: Among the factors linked to advancement are not asking employees to conform to a dress or appearance code and giving employees the responsibility and freedom to be innovative and creative.
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