Before being able to change a poor culture at work, it is first important to define your current culture and discuss what practices, behaviours, and values need to change.
To do that, one needs to engage in an unflinching self-analysis. For example, how do employees see the organisation and its leaders? Does the organisation live up to its stated values, and what aspects of the current culture may hamper the growth and innovation that must accompany transformation?
When developing a strategy to change workplace culture, your current culture should be defined and how you want it to look in the future. Then, empower those who will take responsibility and set clear expectations and measurable goals. Finally, ask your employees for their input, and let them know you are listening.
Organisations should as best practice, regularly review results and address any gaps as they arise.
It is recommended that the in-depth review be conducted by an external, objective third party consultant as employees will be more likely to trust the independence and confidentiality of this approach. Observations and recommendations will be given to the organisation.
Examples of situations when it’s a good idea to have a culture review:
- Bullying and harassment complaints
- Poor productivity
- Unexplained absenteeism or increased presenteeism
- Workers compensation claims for stress leave and other health issues
- Staff retention issues
- Toxic teams
Our process of conducting a culture review:
When you retain SCS to conduct a workplace culture review, our process is to:
- Have a briefing with a representative of the organisation to get a rundown of the situation.
- Review any relevant workplace documentation, including policies and procedures, codes of conduct, workplace incident reports, grievances/complaints and any other information that may give us insight into the context and issues of the organisation and how to resolve them.
- Collect information through various means such as administering surveys, conducting focus groups and holding confidential interviews with individual team members, all employees, a specific group of employees or a cross-section of employees if the team is extensive.
- Provide a written report containing observations and recommendations and a guide for any required additional or ongoing support. This may include a workplace investigation or mediation.