Understanding organizational culture

With my role as a Talent Manager, one of the questions in every interview is, “What is the culture at the firm like”.  Defining organization culture is difficult to explain as it is a feeling and an unwritten code but is also critical to the organization’s success.  Culture is shared beliefs, values, attitude, standards, purpose and behaviours. Candidates in interviews are quizzed more about their personality, values, behaviours and attitude to find out if the candidate will fit into the organization’s unique culture.  Skills can be taught if the correct qualifications, knowledge and experience aligns with the position.

A lot of emphasis on work-life balance is sought by candidates and organizations are encouraging employees to seek out their own balance. Employees are encouraged to put the maximum effort into their agreed hours within the organization so that they have time for family, friends and rest after hours and on weekends. An organization’s culture is about creating an environment that rewards ethics, values their employees and encompasses respect.

Organizations that do not create their own culture will find that a culture will be created which may not reflect their values, leadership, industry and goals.  Leaders play a crucial role in shaping and embodying the organization’s culture. Their behavior, decisions and communication should consistently reflect the values they want to promote.

In every organization there will tend to be sub-cultures where employees with common traits, backgrounds, personalities, etc. may feel more comfortable with each other.  As long as these sub-cultures integrate and align with the overall culture of the organization and are not destructive, they should be an asset to the culture of the organization.

An organization who has their employee’s well-being at heart will have loyal and engaged employees which benefits any organizations bottom line.  Benefits of engaged employees could be in the form of more innovations; employees tend to stay at the organization longer which can improve customer retention.  Engaged employees will probably have a higher productivity rate which should be seen by the company in their increased revenue and profits. Having brand ambassadors as employees attracts top talent to the organization.

How can an organization define their own culture?  An organization needs to live and breathe their values for the culture to be successful and accepted.  Some of the values would be a supportive environment which is purposeful and innovative.  A learning and willingness to learn environment can be stimulating and social events are a good retention or drawcard strategy. Businesses need to ensure that their employees understand the business which has to be profitable and competitive while also creating a balance of authority. 

Internal surveys could be a starting point on what employees see as satisfaction with an emphasis on rewards and recognition.  Employees like to be recognised and rewards are not always monetary but could be in the form of an afternoon off or a coffee with the CEO.  Employees want the face-to-face interaction and understanding where they fit in and how they can improve and grow as individuals.

Organizations who embrace diversity and create inclusive cultures by recognizing and appreciating difference among employees have a better chance of creating an environment where everyone feels welcome and valued.

By actively incorporating these elements into the organizational strategy, organizations will contribute to the creation of a strong, positive and sustainable organizational culture.