Get The Most From Your Team Here Is How...

Important components to building a productive organisational culture
 
There are many elements to understanding corporate culture and it’s important to be able to identify and understand them. Consider them the essential tools, materials and equipment necessary to keep the well-oiled machine running productively.
You get out what you put in, modifying and reconditioning the factors that will make a difference. Know where to start. Consider these 28 key points for developing a snapshot of your organisation’s culture.
 
Culture ​

• Meetings

Do meetings have purpose? Do they start and end on time? Do participants respect and listen to all voices? Do individuals demand clarity regarding follow up actions?

• Language

Are people human resources or human beings? Do they talk about headcount, direct reports and bosses?

• Reading material

What literature is available in reception? Are the mission, vision, values and principles displayed? Are there professional magazines and journals that align with the mission and behaviours?

• Innovation

Is everyone free to ideate and innovate? To generate ideas and receive serious, responsible and appropriate feedback?
 
Structure

• Management structure

How many management layers are there? What is the compensation ratio between the highest paid and lowest paid employee?

• Internal stakeholders

Does everyone have a voice in decisions that affect them? Or are decisions imposed from above, with or without input?

• External stakeholders

Does behaviour reflect awareness of the importance of customers, suppliers, community members, regulators and other external stakeholders?

• Leadership

Is everyone free to provide leadership as circumstances arise? Does the organisation support and encourage leaders everywhere?
 
Engagement

• Work/life balance

What do working hours look like? To people typically stay late? Do they go home at a reasonable hour after a productive day, ready to refresh and return?

• Conflict

Do people maintain trust, working to resolve differences on their own? Or do they delegate resolution to a third party, let conflict smoulder, or engage in destructive gossip? 

• Happiness

Do people seem happy, friendly? Do they smile? Say hello? Make new colleagues and visitors feel welcome?

• Approachability

Do people scatter or scurry when they see a manager? Are people comfortable approaching others, regardless of level?

• Rewards

Does the organisation compensate approximately and provide engaging work, or does it brandish carrots and sticks to provide motivation?

• Social glue

Does the organisation sponsor social events that include families, to foster relationships and goodwill?

• Benefits and perks

Does everyone have access to the same benefits and perks?
 
Environment

• Physical facilities and layout

Are workspaces for managers separate from others? Are they nicer? Are those spaces located close to the action, where productive work occurs?

• Environmental and hygiene factors

Does everyone have access to appropriate lighting, heating, cooling, safety, sanitation, personal security, comfort?
 
Relationships

• Professional courtesy

Do people treat each other with professional courtesy? Do they listen? Do they use appropriate communication channels?

• Credit sharing

Do individuals share credit for success? Do they point fingers when things go wrong? Do people see failures as learning opportunities?

• Trust

Do individuals fulfil commitments?
 
Strategies and policies

•  Dress

Is there a dress code? Is it related to work conditions and not to management levels?

• Employee handbook

Is it the size of a telephone book, burdened with rules and regulations that require a lawyer to interpret?

•  Professional growth

Does everyone have an opportunity for professional growth? Does the organisation encourage and support education and training?

• Discipline

Is there a “progressive discipline” system in place? If so, who is authorised to administer “discipline” and why?

• Termination

Are individuals authorised to unilaterally terminate the employment of another? Who is authorised to do so and why?

• Evaluation

Does the organisation adhere to the annual performance review (which everyone hates, on both sides)? Or does it allow people to develop and communicate meaningful metrics and evaluate themselves and their peers?