Instead, organisations should be tailoring their cultures to suit their own business and its objectives – imitation is not the answer.
Alan Heyward, executive manager at Accumulate, said that while there is “no silver bullet to driving culture”, there are some common building blocks that award-winning cultures have:
Have you employed the right people as managers?
- Leadership buy-in for any engagement-focused initiatives
- Clear expectations around strategy, execution of that strategy, and how you’ll behave as an organisation
- The fundamentals, starting with clear direction and expectations from the company
According to Accumulate, there are several ways in which managers directly affect the engagement levels of a workforce.
They claim that while managers account for a 70% variance in employee engagement scores, only one in ten people have the traits needed to help a team achieve in a way that significantly improves a company’s performance.
In fact, research has shown that the most influential factor on engagement is the personal relationship between a manager and their direct reports.
Accumulate also claimed that although 44% of managers are unhappy with their employees’ performance, workers can be up to 60% more productive with better leadership.
Just 10% of managers engage their teams, retain top performers, and sustain a culture of high productivity.
Managers who successfully did all three displayed the following traits and skills:
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- Taking an interest
- Building relationships
- Inspiring their employees
- Positive attitudes
- They are genuine
- They are supportive
- Rewarding a job well done
For many companies, HR aspirations will see workforces looking to emulate the cultures of big-name companies such as Netflix, Google or Facebook – but according to one expert, this is the wrong approach.