By now, many of us have seen the sobering statistics on declining employee engagement and the surprising cost this imposes on business organizations. Despite the discouraging numbers, decades of research also tell us that improvement is within our control. Even small steps in the right direction can move the needle on important performance indicators such as absenteeism, turnover, productivity, and work quality. And perhaps most importantly, we know that getting employees more engaged increases their satisfaction and helps them establish a greater sense of well-being in their daily lives. In a previous piece, NBBJ’s Workplace Consulting team examined how the physical workplace can play a role in boosting employee engagement. Another key factor is company culture. According to recent polls, 86% of people say that their work is their biggest source of stress(1) and only 2 in 10 employees report feeling connected to their organization’s culture.(2) In the quest for ever-greater productivity, too many companies inadvertently create an environment that prioritizes business interests over the health and welfare of their employees. Major societal changes since the pandemic, such as the shift to remote and hybrid work models, have only complicated the situation. We no longer live in a world where social customs emerge organically through the power of proximity. Today, the formation of a healthy culture needs to be intentional in its creation and in its sustainment.
What does it mean to have a culture that improves engagement?
At its most essential, culture is a means to create alignment throughout an organization to improve decision-making and allow teams to work together more effectively. A positive culture can also have profound effects on the individual experience, allowing employees to feel more respected, valued, and empowered to do their best work. This in turn, can aid return-to-office efforts and improve utilization rates, strengthen DEI efforts, and attract new talent.
Making changes to an organization’s existing culture can often seem like an impossible task as employees respond to forces outside of their control and habits become more engrained over time. Sustaining those changes can be an even bigger challenge. Implementing a dedicated, methodical process that focuses on authenticity and inclusion can lead employee behaviors and attitudes in a positive new direction.
Key Steps to Create a Culture of Engagement
It’s important to recognize there is no single definition of a “good” company culture. Each culture is intricately linked to an organization’s history, mission, values, and the character of its people. This is why all culture change begins with a thorough assessment of the company’s current practices. Every organization has at least a few cultural bright spots, such as a beloved social tradition or a team that works together particularly well. Ultimately, the goal is to understand what makes the bright spots successful so they can be codified and scaled throughout the organization.
Another important exercise is to recognize where a company’s behaviors run counter to its stated mission and values. For example, an organization that tracks when remote employees are logged in will have a hard time cultivating an environment of trust and empowerment. These types of mixed messages are often subtle but have the power to erode employee sentiment over time. For a company culture to have longevity, all systems, structures, and processes must align to ensure every aspect of the employee experience speaks to the same set of principles.
With a clear understanding of where the culture needs to go, the next step is to build commitment. Success depends on active participation at all levels of the organization. It also requires recognizing the critical role played by managers. Although many organizations are developing leadership positions, such as Chief People Officer, focused on the employee experience, nothing is as impactful as the personal relationship between an employee and their direct supervisor. With the last few years completely upending how work gets done, managers have been pressed to adapt quickly, with little guidance and no precedents. As fundamental drivers of culture, it is imperative that managers receive the proper training, tools, and support to navigate new workplace models and that they are held accountable for results.
As with any major change initiative, the creation of a strong culture must be considered an ongoing effort, one that is continuously cultivated and allowed to evolve. One of the most effective ways to maintain momentum is to stay engaged with how employees are feeling. Regular sentiment surveys can be valuable, and nothing takes the place of a good old-fashioned one-on-one conversation. Cultural fit should also be considered during the hiring process, to ensure new team members are in alignment with important values and can bring new perspectives that keep the organization’s customs and practices moving in the right direction.
While it is true that every culture is unique, it is helpful to understand the attributes successful cultures have in common.
Taking charge of culture can be a daunting task, but with the right planning efforts and commitment to implementation, organizations can realize substantial gains in employee engagement to improve business performance and directly affect the bottom line The Workplace Strategy Team at NBBJ helps clients examine how the various elements of space, process, and culture come together to create a healthy, empowering workplace experience. Reach out to learn more.
(1) Headspace 6th Annual Workforce State of Mind Report, 2024
(2) Vibhas Ratan Jee and Ed O’Boyle, “Diagnosing a Broken Culture – and What to Do About It”, The Gallup Organization
Comments