Company culture isn’t about rangoli contests or a TT table

The impact of an organisation’s culture is far reaching; it influences everyone from junior employees to senior executives. This influence can be either positive or toxic, depending on the nature of the culture.

How is a company’s culture cultivated over time?

It all begins at the top, with the board, executive committees, or founders, especially in startups. The process starts with envisioning the company’s values and objectives, much of which is driven by the leadership team.  For instance, if the leadership aims to foster a collaborative environment, one of the top values would likely be a ’consultative approach’ or an ‘inclusive approach’ to all decisions and work plans within the company.

In my experience with a large energy company, ’personal safety’ was a key value. This emphasis was critical given the nature of the industry and illustrates how specific company values can align with operational realities and objectives.

The next crucial step is to define specific behaviours that align with these values. For instance, under the value of ’personal safety’, descriptors may include “holding railings while descending stairs,” “inspecting fall-protection equipment before use,” or “familiarising oneself with safety procedures for specific equipment before operation.”

Once these behaviours are clearly defined, it is essential to organise comprehensive training sessions for leaders. These leaders then have the responsibility to disseminate this knowledge throughout their teams.

It becomes a priority for leaders to reinforce these descriptors and best practices, consistently. Ensuring that these values are integrated into daily operations is key to embedding the desired culture within the organisation.

In addition to establishing core values, there are fundamental elements that an organisation must address to cultivate a strong culture:

1. Communicate the vision and mission: It is essential to ensure that everyone understands and is committed to the organisation’s direction. This clarity helps employees feel connected to the broader goals and objectives. Prioritise goal-setting and open conversations across the company to maintain this alignment.
2. Integrate values into every aspect: Incorporate the organisation’s values into hiring practices, performance evaluations and daily interactions. For instance, start meetings by discussing how team members have demonstrated these values over the past week. Use these values as benchmarks during the hiring process and in performance reviews.
3. Implement fair performance-management and reward practices: Develop and maintain fair performance-management and reward systems. Encourage employees to express their views through regular conversations and surveys. Take their feedback seriously and implement specific actions based on their input to foster a more inclusive and responsive culture.

Is culture an HR ‘thing’?

Partially, yes! However, it is the leaders who truly set the tone for organisational culture. They must lead by example, embodying and effectively communicating the company’s values while ensuring their teams operate in a fair and respectful environment.

The human resources team plays a crucial role in establishing the framework, supporting leadership in defining values, and aligning policies and processes with these values. Ultimately, the responsibility for cultivating culture lies with the leadership. It requires a top-down approach, with leaders visibly exhibiting behaviours that reflect the defined values.

Fun activities alone cannot retain employees

It is a common misconception among leadership teams that culture is built or improved through fun activities such as rangoli competitions, festival celebrations, or having a pool or ping pong table at the office. While these may provide a temporary morale boost, they are not the primary reasons employees remain with an organisation.

By focusing on the essential practices outlined in this article, organisations can significantly enhance retention, foster a positive self-image among team members, and reduce the dread of coming to work on Mondays and Tuesdays. This approach creates a more enduring and meaningful impact on company culture.

The author of this article is Pavan Ramchand, Chief Human Resource Officer, Social Beat