Culture can be the beginning and end of your company. Many executives and other members of leadership simply think of corporate culture as what the company stands for. This can be expressed through a corporation’s mission statement, their reported “vision,” or their promise to deliver their customers with the best products and services available. Corporate culture actually goes much deeper, beneath the surface to which the consumer public is privy. The MISTI Training Institute actually defines corporate culture as “the set of enduring and underlying assumptions and norms that determine how things are actually done in the organization.” It is not enough for leadership to state that they have inspiring beliefs and mission statements, if they do not run corporations to reflect those beliefs.
Even after hearing a more definitive explanation of corporate culture, many executives may still shrug their shoulders and insist that they have a great corporate culture. They think operations are streamlined, employees are engaged, and there are no weak links in the chain. They take solace in the fact that they have things like Taco Tuesdays, or Casual Fridays that improve the work environment and keep employees happy. While these are great ways to foster comradery within the workforce, they are band aid solutions to happy employees. The bottom line is: Healthy corporate culture begins with happy employees.
A recent study conducted by Glassdoor indicates that a majority of working individuals in the United States would prefer a healthy corporate culture to a higher salary or rate of pay. Their day-to-day becomes manageable when they feel as if they are part of a larger team. This graphic displays the cyclical nature of healthy corporate culture in motion. The cycle begins with happy employees. When trying to improve employee morale, leadership should strongly consider an internal audit of their company’s culture to identify pervasive issues within their corporation’s operating structure. Events like birthday parties for employees, or buying lunch for the office every few weeks are nice gestures by leadership, but they cannot act as solutions to repetitive issues. When these issues are not addressed within the corporation, employees often feel as if their value begins and ends with their productivity, as if they are cogs in a larger machine they cannot control. When leadership actively engages with employee concern on operation issues and makes dedicated and focused attempts to fix them, employees feel as if their voices are heard and their input is valued within the organization.
This leads to improved engagement on behalf of those valued employees. They are prompt to work, freshly-groomed and instilled with a sense of purpose as their co-workers progress with them towards the organization’s goal. The level of communication between employees will not only improve in quality, but the rate of response to correspondence also has the potential to increase dramatically, because the employees are engaged in the process and are eager to complete tasks on time—possibly even early.
Once employee engagement is up, leadership can expect to see an increase in the productivity of the workforce as a whole. Engaged employees approach their task with the confidence of a professional, and the confidence that comes from the feeling of support within the organization. Studies have shown that productivity can increase by as much as 28% when a corporation’s culture is given a major overhaul.
When productivity increases, everybody in the company benefits. Having their requisites satisfied, leadership can let their focus extend beyond daily operations. This expanded scope of supervision leads to higher engagement on behalf of leadership, which feeds back into a healthy work environment in which they are happy to reward the stellar performance of their employees. When employees feel their work is valued, the cycle begins anew.
This shared body of beliefs that the company claims to have in the public eye should go all the way to the CEO and be directly reflected in the day to day operations of the company. When leadership remains plugged in and continues to expand the scope of their supervision, internal issues cannot pervade within the workplace. In healthy work environments, the level of improvement that can occur week to week will only serve the company’s larger goals.