Culture-building in professional services

Professional service organizations are increasingly diversifying their skillsets to attract clients in many industries. Some of the biggest professional services firms have branched out from accounting to digital services, human capital consultation and more. The level of diversity these organizations require to stay competitive requires attracting top candidates to maintain elevated levels of service and knowledge for clients.

Professional services, which includes sub-industries like communications, law and recruitment require a unique skill set when building cultures of engagement and productivity. And with all the young, boutique companies the gig economy has created, this industry is increasingly competitive for attracting good candidates.

From spreading awareness about mental health causes, and finding unique ways to collaborate internally, I have seen many fascinating practices that organizations use to build their culture in this industry.

According to GPTW Canada’s Best People Practices Hub, which hosts a database of thousands of practices, many professional service companies are keeping their management practices and employee practices refined.

Here are some progressive practices found in the hub:

• In EY’s first mental illness and substance abuse campaign, R U OK?, the goal was to remove the stigma of mental illness and substance abuse, and help people understand where to find help resources. In Toronto, the campaign launched with a Mental Wellness Open House where employees could drop in to explore resources available through EY to support your mental wellbeing. As part of the open house, Dr. Marc Bubbs led a session called “Pump up your Productivity: Mindfully Manage Stress”.
• Randstad uses cross-collaborative think tank meetings. Stakeholders with diverse perspectives are invited to these think tanks to address gaps in organizational plans. For example, HR, Marketing, IT, and Finance employees are invited to Think Tanks about sales or new business development. Gathering fresh perspectives provides new insight and new ideas, positive business results have been achieved, and employee engagement has increased as employees genuinely feel that their voices are heard and that they have a concrete part in shaping the business.
• As part of Edelman's accreditation in the CEO Cancer Gold Standard™, they cover the full cost of all smoking-cessation products. In addition, Edelman gives $2,000 to any employee who quits smoking. To date, six employees in Canada have successfully quit smoking thanks to this program.

Where do you see progressive steps being taken in professional service human capital management? What are some effective ways you have seen professional service companies (big or small) get people management right? Let me know in the comments below.