CULTURE DOES NOT CHANGE IN A "ONE AND DONE" EVENT, NOR IS IT SOMETHING YOU CAN RELEGATE TO YOUR HUMAN RESOURCES DEPARTMENT.
Roger Connors & Tom Smith in Change the Culture, Change the Game
GETTING TO THE ROOT OF CULTURE & ENGAGEMENT
Culture. Employee perks. Engagement. Workplace flexibility. Open office. What is all of this stuff and what does it have to do with an organization performing?
In Change the Culture, Change the Game, Roger Conners and Tom Smith define organizational culture as the way people think and act; or "how things are done around here." Your organizational culture has a cascading impact; the culture influences what kind of experiences your employees have, and experiences foster beliefs, beliefs influence actions, and actions produce results.
Historically, the majority of organizations have "defaulted" on organizational culture, meaning there is a lack of intentional structure to build culture and engagement. The results give us a workforce that is largely "just there" and leads to lackluster results. We've seen solutions take the form of free snacks, fitness benefits, and company values that get painted on the wall but rarely referenced again.
This structure aims to dive deeper and to provide a solution that help organizations create structures that address the roots of engagement and culture.
BUILDING SYSTEMS THAT BUILD ENGAGEMENT
Free snacks, flextime, and yoga classes are just a few examples of perks that organizations are using to improve their employee engagement.
These tools can be useful, but do not get to the bottom of having an engaging work environment. Having an intentional structure to engage employees is no longer an option; as many workplaces move towards remote work and a new generation enters the workforce, the need for tools to improve team member engagement has never been greater.
An internal experience map is one example of tools that organizations can use to intentionally create amazing environments that team members love to be part of and that attracts strong talent. Tools like this help organizations build a sustainable system around team culture.
If this resonates with you, let's get in touch to discuss if this structure would be a good fit for your organization!
33%
engaged
Research and data indicate that workplaces across the United States have largely failed to stay on pace with employee wants and needs, which has led to lower employee performance, engagement, satisfaction, and retention.
According to Gallup’s State of the American Workplace, only a third of employees are engaged at work.
16%
actively disengaged
Actively disengaged employees aren't just more likely to be looking for other jobs, they have a negative and undermining effect on the organization.
According to Gallup's State of the American Workplace, it's estimated that disengaged employees cost the U.S. $483 to $605 billion each year in productivity.
51%
"just there"
This leaves the rest of employees, who are not engaged with their work but do not have as much of a negative effect as disengaged employees. They are "just there" in the workplace.
Progress in employee engagement has moved at a glacial pace; in 2010, 28% of employees were engaged, 53% were not engaged, and 19% were actively disengaged.