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Employees should be encouraged to focus on the work they’re most passionate about and where they feel they provide the most value. How can leaders build cultures of empowerment?Ī recent report from Achievers and the Workforce Institute examining job crafting identified three ways in which individuals can improve their own employee experience, as well as how employers can help foster strong cultures that support those efforts: What gets recognized gets repeated, and leaders that leverage recognition as an everyday tool for building strong culture will outperform organizations that fall flat on culture. Building a culture of recognition - where acknowledgement and appreciation is given frequently and in real-time - also enhances an organization’s resilience. For example, allowing employees to speak up when they don’t agree with a company’s actions or to take on new projects that they’re passionate about can help to establish an empowered culture. One way leaders can demonstrate to employees that they’re taking action is to put some of the power to impact culture back into employees’ hands. This discrepancy can lead to harrowing business repercussions, such as voluntary turnover that can cost organizations up to two times an employee’s annual salary. Nearly half of employees (45%) say leadership is minimally or not at all committed to improving culture. Leaders may believe they’re putting in the work to build and improve, but the reality is that employees don’t agree. What’s more, that same survey found that nine out of 10 CFOs believe improving company culture would increase their company’s business value and performance.Īlthough leaders admit that an unhealthy company culture can impact engagement, a disconnect remains. Are leaders effectively driving culture?Īccording to a recent survey by the National Bureau of Economic Research, 85% of CEOs and CFOs believe an unhealthy culture leads to unethical behavior. While work cultures are unique to every organization, the foundation of what enables a culture to thrive is the extent to which employees are empowered to be engaged, feel valued, and be heard.
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Today’s workforce wants to know that they’re making a difference within their companies. A strong, positive and innovative corporate culture has proved to be one of the strategic prerequisites for successful organizational performance.The survey also showed that employees care about whether companies foster environments where employees can be themselves (47%) and have a positive impact on society (46%). The conclusion we can arrive at from these studies is that attention to the organization’s culture is as important a matter as attention to other corporate indicators, such as finances, production, marketing, information technologies or human resources. Denison, project director of the University of Michigan’s Institute for Social Research, has shown that ‘The cultural and behavioral characteristics of organizations have a measurable effect on a company’s performance.” The study’s results were later published by the American Management Association in its ‘Organization Dynamics’ publication under the title,” Bringing Corporate Culture to the Bottom Line.”Īn intensive five year long research effort involving more than 100 companies done by noted consultant Rosabeth Moss Kanter, and presented in her pioneering book, “The Change Masters (Simon & Schuster) was described by Industry Week as follows, “None has gone this far in presenting evidence that companies characterized by an open culture…are successful in both human and business terms.” A study of 34 corporations, done by Daniel R. Other studies have produced similar results. They proved that a correlation exists between a strong corporate culture and a healthy bottom-line. In a landmark study by Terrence Deal and Allan Kennedy, published in their pioneering book, “Corporate Culture: the Rites and Rituals of Corporate Life (Addison-Wesley) the authors found that – among nearly 80 companies, the consistently high performers were “strong culture” organizations. Why should we pay attention to such a ‘fuzzy’ concept as ‘Corporate Culture’? The Significance of Organizational / Corporate Culture