Company culture reimagined
Company culture reimagined
Much is different now from when people left their offices in March 2020. With the world around us in turmoil, employee motivation down in many organisations, all-time low employee engagement and a competitive candidate market, it is no wonder that we blame remote and hybrid working for the root cause of these growing problems. We are many who look to company culture as the hero of the hour, to help us turn things around. How do we build company culture to meet the present circumstances in the workplace?
Working within executive search we hear from many candidates that culture and leadership has a bigger impact on their employee experience than the physical environment or the tools and technology they need to do their jobs. At present many organisations feel that they have lost their way, in how to translate the company culture of the past to current times. Many want to get back to the connective tissue and social glue we once took for granted and that seemed so easy to build within the context of “the office”. But instead of looking to how we solved things in the past, we need to find new ways and reimagine how to build company culture.
Company culture diffused
“Instead of getting stuck in thoughts about the past, look to highlight and continue emphasising the great things that have come from working remotely.”
It cannot be said that company culture has gone missing since our offices became emptier. It has however become diffused and today it’s harder for organisations to connect with its people and it’s perceived harder to connect with everyone in an equal and homogeneous way. Research has shown that when employees feel that they belong to a team or organisation, they will not only tend to perform better, but also experience higher levels of engagement and well-being. Now our feeling of belonging at work has become challenged over the past years, as we’ve shifted away from in-person interactions and found ourselves relying on video calls and screen activities to stay connected.
Instead of getting stuck in thoughts about the past, look to highlight and continue emphasising the great things that have come from working remotely. Our ability to be more empathetic for one another, more understanding, more caring. The ability to include more people on more equal terms as we work across geographies. A sense of there being a smaller distance between us. The glimpses into our colleague lives through video calls with a cat climbing across the screen or a child screaming for attention in the background. Our newfound openness to adapt and learn new technologies. With this outlook we can define new ways important to create connectedness and belonging.
Growing disconnect in opinion
There are plenty of statistics available to support the growing gap seen between what employees and managers want. Employees stating that their productivity has stayed the same or even improved with flexible work vs. managers voicing fears that productivity is down. But opinion is just that and the fact is that we now see a growing portion of unengaged and disconnected employees, unsatisfied with their work and voicing that company culture has been lost.
“Leaders need to be empowered to be able to act in the best interest of their team and the business, allowing them to tailor the employee experience and help set the requirements needed for each individual to reach their full potential.”
Company managers and leaders play a key role in capturing the needs and expectations of their employees. Whilst they may well understand both sides of the argument, many are unable to make the necessary changes. The modern workplace is being held back by outdated regulatory management and governance processes. Leaders need to be empowered to be able to act in the best interest of their team and the business, allowing them to tailor the employee experience and help set the requirements needed for each individual to reach their full potential.
Changed priorities
With all the recent uncertainty in our world, the instinct is naturally to re-evaluate the important things in life and ask oneself: “Is work part of that equation?”. When considering a new career opportunity, it is only natural for candidates to ask the question: “Is it worth it?” Employees at all levels are more attuned to consider what they are willing to give in return for a new career opportunity and more thorough in making sure their next career move gets them what they need in a professional role.
Family and personal life remains in focus, as does health and well-being, which is still top-of-mind with so many having suffered the consequences of the pandemic. Well-being, mental health, work-life balance, and lack of flexible work hours are often cited as top reasons for leaving a current employer. One would expect to hear that top reasons for joining a new employer would be a strong company culture, somewhere I am valued, have a clear purpose and where I can have an impact.
What we need more than ever, to combat low engagement and a growing disconnect is for employers to make the “the job” even more meaningful. To take on a duty of care for their employees’ that goes beyond just health and safety but includes their sense of purpose and fulfilment. This requires leaders that form authentic connections with their teams, able to see each individual and allowing the space to bring one’s whole self to work.
Social capital lost
Great workplace relationships make collaboration possible, and they are currently being challenged in these new ways of working. This at a time, when more collaboration and joint efforts are needed to solve the problems of our times. Hybrid employees are to some extent maintaining the relationships they had from before the pandemic hit, but those that are on a remote basis are generally doing worse and the same goes for newly onboarded colleagues. As an employer this is a key area to get right, and you can take more responsibility to make sure there are structured efforts in place to help employees start building and strengthening those workplace relationships.
“It will be an imperative for employers to figure out how to allow for time and space that promotes relationship building, prioritising internal networking and in-person connections.”
Considering that the people of any organisation are the most valuable resource and crucial for business success, figuring out how to make them happy and interacting with each other will be key. It will be an imperative for employers to figure out how to allow for time and space that promotes relationship building, prioritising internal networking and in-person connections.
It’s important to also remember the relationship between the employer and employee and make sure to stay close and not let a distance grow, which many voice has been the case during hybrid and remote ways of working. Knowing your people and being able to help them feel that their contributions are valuable, will help them feel more connected to the culture.
Review the role of the office
With work happening pretty much anywhere today and not tied to an office, company managers and HR are struggling to explain why they wish their employees to come back to an office. With low engagement and a declining connectedness, focus is often placed on productivity and making the most out of the employee’s time. Claiming that company culture and connectedness is best built from the office, can also be challenged. Many organisations rely on connectedness to be built in a very organic way, where the office or the physical meetings have been instrumental. Most organisations will recognise that they have spent much time and money on designing their office to maximise interaction and foster an emotional connection.
We see that nowadays organisations are starting to let go of the notion that company culture is sustained via physical proximity. Instead, a shift to understanding that emotional proximity – the feeling of being seen and recognised by others, can be just as if not more powerful. This can be a way forward to help focus efforts to ensure connectedness.
“Company culture is not sustained via physical proximity. Emotional proximity – the feeling of being seen and recognised by others, can be just as if not more powerful. ”
Building company culture, improving engagement and productivity, many organisations would benefit from letting go of the notion of the importance of their physical office. Instead emphasise and consider the essence of their employee’s experience and their human needs. Employees want to feel connected to their colleagues and managers, to feel their work has meaning and impact on the company, and to be appreciated for the work they do. This can be achieved in a hybrid and remote workplace, just as well as within the walls of an office.
When office time is required, consider how to make it a stage for where meaningful connections are made, where you create purpose, impact and show appreciation for your employees.
In summary
Our experience of corporate culture has changed with the pandemic. We see a new mindset and shift in cultural norms that only great leadership can navigate to help organisations thrive. Leading with intentionality, embracing new ways of thinking and working, will help build competitive advantage. Letting go of the things that worked in the past and looking instead to define all the new ways in which we can build culture at present, should be a step we all venture to take.
Identify the scenarios created when working in a remote or hybrid setting that can be new opportunities and occasions to revitalize company culture.
Remove obstacles and empower leaders to act in the best interest of their team members.
Consider what steps you can take as an employer to take a bigger responsibility for your organisations sense of purpose and fulfilment.
Evaluate and enable your leaders to form authentic connections with their team.
Structure work to allow for time and space that promotes relationship building, prioritising internal networking and in-person connections, to improve workplace relationships.
Consider how you take your office to the next level making it more than place to get work done. Make it a stage for where; meaningful connections are made, where you create purpose, impact and show appreciation for your employees.
About Alumni
Working within executive search and leadership consulting, we have a responsibility to play a constructive part in helping to future-proof the organisations of our clients. Developing leadership skills that foster integrity, innovation and inclusiveness in the wider team is key to creating psychological safety and resilience in the wider organisation, as well as building a workplace culture where people thrive.
We have over 30 years’ experience of advising, developing and training leaders as both individuals and within teams. From recruiting the best-fit leaders to developing them to be the best they can be.
Contact us
Perspectives
Unleashing Sustainable Leadership
Perspectives
Unmasking Biases
Perspectives
Fostering the Key Skills required for the Future of Work