Rid the Organization of an Inconsistent Culture to Improve Employee Engagement
Don’t let a confusing culture leave your employees in disarray.
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- Whether or not leaders at your organization have intentionally created a culture, one exists. Those unintentional cultures that are organically grown often have inconsistent policies, practices, and behaviors.
- There is no dominant culture for leaders to consciously align decisions with because the culture is undefined or unintentional.
- The result of these unintentional cultures is that 31% of corporate cultures are unhealthy. Given that culture is one of the top drivers of employee engagement, employee happiness and commitment suffer.
- Culture is one of the top drivers of employee engagement, and employee engagement drives key business metrics.
- Beyond engagement, a healthy corporate culture brings many benefits, including attracting and retaining the right people, maintaining high levels of productivity, and increased retention.
- Only 31% of employees surveyed rated their organization’s corporate culture as healthy.
- There are four dominant culture types: Competitive, Innovative, Cooperative, and Traditional. Changing a corporate culture can be a great endeavor. Identifying your organization’s dominant culture type to better align company policies, practices, and programs is a good place to start.
Impact and Result
- Diagnose your organization’s culture to better understand the challenges of each culture and how to minimize them.
- Reinforce your organization’s dominant culture by using the right engagement drivers and implementing effective initiatives.
- Identify existing subcultures to ensure they are helping, and not harming, your organization’s dominant culture.
- In-depth interviews with HR professionals, subject-matter experts, employees, and managers to gain a better understanding of identifying and reinforcing dominant cultures and dealing with subcultures.
- A series of engagement surveys to understand the impact culture has on employee engagement and other drivers of engagement such as manager relationships, employee empowerment, company potential, and senior management relationships.
- A survey with over 130 respondents directed at executives and HR professionals to better understand the challenges organizations face when it comes to reinforcing and intentionally creating each of the four culture types.
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Get to Action
Identify the organization's corporate culture
Understand project rationale and assess how prevalent the four culture
types are within the organization.
Plan to address the dominant culture
Create an action plan with goals and initiatives to reinforce or implement the desired dominant culture type.
Plan to manage subcultures
Identify where subcultures are creating conflict and plan for how to manage them.
Communicate and plan to measure success
Develop a communication plan to share culture messaging and identify methods to track success of initiatives.
Module 1: Identify the Dominant Corporate Culture
- Understand the project rationale for why consistent culture is important.
- Identify dominant culture and determine how widespread other cultures are in the organization.
Key Benefits Achieved
- Clearly identified rationale to get stakeholders on board for the project.
- Defined next steps for how to address dominant culture.
|1.1||Discuss where you believe the organization lies on the matrix and why.||
|1.2||Discuss results from the Organizational Culture Diagnostic and identify next steps.||
Module 2: Plan to Address Dominant Culture and Manage Subcultures
- Plan how to implement or reinforce dominant culture.
- Plan how to identify and manage subcultures in the organization where necessary.
Key Benefits Achieved
- Created action plan for how to reinforce dominant culture.
- Determined management guidelines for dealing with subcultures in the organization.
|2.1||Create the plan of action to reinforce a traditional culture.||
|2.2||Create the plan to manage subcultures across the organization.||
Module 3: Communicate and Plan to Measure Success
- Plan how to share the culture messaging to employees.
- Identify how to follow up and measure success of implemented plan.
Key Benefits Achieved
- Developed messaging to employees.
- Set and planned measurement for progress.
|3.1||Develop the employee communication plan.||
Provide Balanced Wellbeing Programs
Turn Organizational Culture into a Competitive Advantage
Neuroscience and HR
Develop a Strong EVP to Attract Top Talent
Develop an Inclusion Strategy to Leverage Diversity and Drive Innovation
Foster a Dynamic Learning Mindset
Use Flexible Work Arrangements and Time Off to Attract and Retain Top Talent
Create a Culture of Recognition to Drive Engagement, Improve Retention, and Increase Profitability
Instill a Mindset of Personal Accountability
Foster an Effective Feedback Environment
Embed Innovation in the Organization by Designing HR Programs that Drive It
Develop a Corporate Social Responsibility Strategy for HR
Drive Engagement Through Interdepartmental Collaboration
Manage C-Suite Conflict and Increase Collaboration
Refresh Organizational Vision, Mission, and Values to Improve Business Performance
Manage Global Teams
Search Code: 53242
Published: March 16, 2012
Last Revised: May 26, 2015