“Every enterprise requires commitment to common goals and shared values. Without such commitment there is no enterprise; there is only a mob. The enterprise must have simple, clear, and unifying objectives. The mission of the organization has to be clear enough and big enough to provide common vision. The goals that embody it have to be clear, public, and constantly reaffirmed. Management’s first job is to think through, set, and exemplify those objectives, values, and goals.” ~Peter Drucker
What happens when a group of open-minded trust, ethics and compliance experts meet for lunch to discuss the intersection of the three disciplines and their respective roles in organizations?
One of the tasks at hand was to create a visual representation of the functional interaction between compliance, ethics and trust in an organization.
Without a thriving workplace culture, organizations may suffer from employee disengagement, stagnant business practices, uninspired products and services, and decreased financial performance. An important component of building a thriving culture – and improving the bottom line – is creating the conditions in which employee wellbeing can also thrive.
If you are reading this post we can assume you think culture is important. But investment in culture lags behind some of the other key contributors to performance: Brand, people, technology, process. So perhaps culture’s impact on performance is not universally believed. Executives have to focus first and foremost on those elements which will deliver the best return to their shareholders. There is a community of investment professionals who spend their lives considering company valuations and whose opinion holds considerable sway on share price.
At Officevibe, we make employee survey software for companies and the most common theme in the questions we get asked about how our product works is about trust. There is such a huge problem with trust inside most organizations.
When companies contact us, their intentions are usually good, they want to create an environment where they can collect feedback from employees to improve the company culture, but they go about it the wrong way. Companies often spend lots of time and energy on creating employee surveys, but there is usually very low participation. From the research I’ve seen, 30% is the average response rate for employee surveys.
There are plenty of articles that define culture, explain what a high performance culture looks like and gives angles on creating culture. The purpose of this article is to provide direction for anyone tasked with creating culture change. It is assumed that you understand what culture is, you have decided to make a change, and you want to know how to successfully implement a culture change.