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Corporate Culture

“Our culture is friendly and intense. But if push comes to shove we’ll settle for intense.”
Amazon’s Jeff Bezos, Forbes. April 23, 2012

What is corporate culture? How do YOU define corporate culture as a business concept? Would it be as simple as saying that it’s the personality of a particular business?

The definition of corporate culture goes far beyond a personality or a company’s brand. It’s the collective ways in which 10’s, 100’s or 1000’s of employees interact to make the day-to-day decisions (both large and small) that execute organizational vision and strategy.

A great corporate culture is the alchemy of both the spirit and practices that make a business greater than the sum of its parts, able to grow and win in their market beyond their competitors.

If vision is the destination and strategy is the engine of the business, corporate culture is the oil, the fuel, and the tires. When built well, an engine provides the power for a business to advance to its destination (vision). However, if the oil, fuel and tires are poor quality or not suited for the car… the car doesn’t run well…. gets in accidents…. or simply stops.

Today, the most effective company management teams see their job as providing alignment and clarity between WHERE they’re headed (vision), HOW they’ll get there (strategy) and HOW they will work together to make decisions, collaborate on goals, and serve customers better (corporate culture).

In this high-octane age of greater competition across every industry, total alignment and clarity is the only way to win.

 

Our Corporate Culture Training is designed to improve the collective capacity to manage organizational change successfully. It is tailored to the specific needs and culture of the organization. It is an interactive session designed to accomplish several key objectives:

•       Guidelines for enrolling the right people in the right places.

•       A shared understanding of what is culture, what is the current reality of our company culture, what must we change.

•       How will executives support the business change or strategy, with new ways of working and organizational culture training that may include: Clarity of mission, decision making, engagement of people, organizational learning, fostering collaboration across boundaries.

•       What is the role of a culture champion, specifically. What will these people do?

•       What new ways of working are we committed to, as a group (organization)?

•       Teach and practice change leadership and personal resiliency skills that make it easier to foster buy-in to change across the organization.

•       Session typically involves an element of team chartering, to enroll working teams, goals, and communications of the Culture Champion community. (otherwise this process is a one-time event and champions won’t be effective).

As a result; A team or community of committed, enthusiastic and trained change champions who understand their job as culture enablers, and who are supported by senior executives.

 

Employee Engagement

According to a recent Gallup poll, over 70 percent of American workers are either actively or passively disengaged from their work. This is a troubling statistic. Not only is the human cost immense, the U.S. economy takes a $370 billion hit from this army of the disaffected. The message is clear: leaders have to do better at building employee buy-in and job satisfaction.

Engaging the right employees in the right behaviors remains the critical ingredient of how companies manage the diverse economic conditions facing their organizations today. The ability of companies to find, understand and manage talent hinges upon getting a powerful, differentiated and engaging employment contract right. Striving to maintain a higher level of employee engagement not only contributes toward short-term survival during economic volatility, but also is a key factor for longer-term business performance and better positioning when market conditions become favorable. The companies that get engagement right can enjoy a surplus of competitive advantage in talent strategy and business results that is hard for others to replicate. If one believes that talent is one of the last sources of competitive advantage—and that motivated and productive employees are the make-or-break ingredient to successfully navigating the business pressures outlined above—employee engagement should be a top business imperative for all business leaders.

 

This research report provides insight into global employee engagement trends over the last few years. Employees are a critical component to every organization, and their engagement serves as a barometer of organizational health. By examining employee engagement, employers can create an engagement strategy to address employee motivation, behavior, productivity and business results. This report concludes with suggested action leaders and managers can take to improve engagement levels and become better positioned for future success.

Download the 2013 Trends in Global Employee Engagement Report

http://www.aon.com/human-capital-consulting/thought-leadership/talent_mgmt/2013_Trends_in_Global_Employee_Engagement.jsp

 

 

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