Strengthen and Renovate Your Company Culture in 2024
Ira Chubarko
AI Headhunter| LinkedIn Influencer | Talent Acquisition Strategist | Employer brand promotion
Today the guest of my Newsletter is Chelsea H. , Founder, Drift Consulting.
Chelsea has deep expertise in building and developing an Employer Brand and Workplace Culture.
Today shows us how important it is to take care of the workplace culture and your brand in order to stand out and be a business that is trusted and respected.
You can write a lot about your business, but it is much more important and difficult to earn trust in yourself build a reputation that will work for you on a positive note.
How to build your Employer Brand and Workplace Culture to become a business that cares about its employees and attracts attention read below.
How you treat your people during the most chaotic, challenging times is a key benchmark for how future talent evaluate you.
Now, it’s time to look at the year ahead and plan. It’s not going to get any easier to meet the shifting landscape of the global workforce head-on with intention and strategic direction.
But, that’s what workforce strategists, culture creators and employee experience advocates do.
In the employer brand space, the most valuable type of research you can do is delving into economic trends and forecasts, aligning your recommendations and roadmaps to what you see as emerging workforce influences.
We can probably go ahead and say that choice has emerged as an indelible lever of the employee experience, more than ever before.
Employees want choice in how they show up to work, set their boundaries, voice their ideas and concerns, grow their career and more.
Organizations that lead the evolution of workplace culture understand this, and are actively renovating their cultures toward environments where psychological safety, belonging and choice are key drivers of experience.
In creating new culture strategies for a world of work that is based on employee choice, keep in mind two key levers of employee experience: corporate social responsibility and your approach to diversity, equity and inclusion.
Your Company’s Social Conscience Shapes Employee Well-Being
Companies with a strong social conscience create psychological safety for their employees.
Across the workforce, there is a cultural reckoning afoot.
Intersecting conversations about well-being, vulnerability and belonging are flooding the airwaves.
Inside organizations, cultural strategists are tasked with parsing through all this insight and finding new ways to integrate a deeper understanding of talent.
According to Deloitte’s 2021 Workforce Trends Report, the relationship between worker and employer will be a linchpin in determining the success of organizations (“success” meaning business performance and employee engagement and retention, in this case) coming out of the pandemic.
Why does a strong social conscience promote psychological well-being?
Science tells us that when we engage in making a positive impact for our communities, we feel more connected to each other and the world.
According to a 2020 report in the Journal of Happiness Studies, feeling a sense of altruism boosts physical and mental health.
Taking societal betterment seriously at a company level lends itself to employees who are more engaged and unified.
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The Cleveland Clinic tells us, “Researchers also say that people who give their time to help others through community and organizational involvement have greater self-esteem, less depression and lower stress levels than those who don’t.”
Show How You Address Culture Gaps, Inequalities and Belonging.
The pandemic had unfortunate and jarring consequences for young people, BIPOC, women and non-binary employees.
Human resources leaders are re-committing to creating meaningful measurement frameworks with embedded accountability.
Increasingly, investors and stakeholders are taking a closer look at DEI metrics as well as human capital practices. Employees and candidates are, too.
Most organizations struggle understand what a diverse workforce looks like.
The pandemic had an inflammatory effect on structural and social inequalities that existed prior to 2020.
While many corporate entities strove for transparency in reporting on the diversity of their workforce prior to the pandemic, now is time to lift the veil and take an unvarnished look at representation numbers.
These statistics must be prioritized at leadership tables at the highest levels. Lean on your inclusion champions and internal representatives from diverse communities within your business to become collaborators in your talent strategy.
Seek to understand what they need and build from there.
One of my favourite theorists in this space, Stanley G. Harris created his organizational schemata in 1994. He worked with the concept of a schema as a knowledge structure that employees form from past experiences that influence how they work together and create the culture of an organization.
His breakdown is one of the only culture theories that includes a component that could be described as a ‘belonging index’ or “self-in organization schemata” — an employee’s concept of who they are within an organization that goes beyond just their role and takes into account their personality and behaviour. The most successful organizations are those that honour the personhood of each employee.
Recommendations:
Going into the next year, consider how your organization is showing up in the world, what you stand for and how you treat your people.
Follow the link to join the Chelsea network
Check out Drift Employer Brand