Five steps to creating a healthy corporate culture

Each organization has its own culture, based on its values, corporate priorities, the people who work there, and much more. These factors mix to create the essence of a company’s daily work environment – its culture. Corporate culture is healthy when employees feel valued, confident, comfortable, and know they have ample growth opportunities. Our comprehensive guide offers free templates and expert tips for implementing an inclusive corporate culture.

Improve employee engagement

We talk about employee engagement when employees are “emotionally and psychologically attached to their jobs and workplace,” which is crucial for companies that want to have good employee relationships and business success.

First, evaluate and then act. You can’t solve problems you don’t know, and it’s a good idea to start by simply asking employees how engaged they feel in their work and work environment. A simple investigation can provide essential information in this regard. To this end, it is often important to define a clear context and evaluate the results obtained to compare your company with other companies of the same size in the same business sector.

Increase employee retention

Staff turnover has always been a concern of employers, especially in some commercial sectors, such as the catering industry. However, there are examples of companies and career paths where employees have stayed for 20 years or more.

However, in recent times, the trend in resumes is to show periods of one or two years spent in different companies.

  • Periodically offer fair salary increases. Many employees looking for work are interested in better pay; therefore, it is essential to regularly raise salaries to ensure competitiveness against other companies.
  • Offer career opportunities. Many employees who choose another job, especially millennials, feel they haven’t been given adequate opportunities to advance their career path.
  • Make them feel safe. One of the main reasons employees change companies is job stability. Employees tend to leave companies where there are too many layoffs or where there is a sense that goals are set randomly based on executives’ whims.

Offer flexibility in working hours.

Today’s employees no longer want the traditional eight hours a day, five days a week. The companies that people are most attracted to are those that offer more flexibility, such as teleworking, four-day workweeks, and / or flexible hours that allow them to show up at any time, as long as they guarantee the set number of working hours.

  • Our research reaches similar conclusions, revealing that flexible hours and the ability to work from home are options that affect the decision to accept or decline a job offer.
  • Over half of employees say they would change jobs if flexible hours were available.
  • 37% of workers would be willing to change jobs if allowed to work remotely at least part of the time.

Improve employee communications

Conventional unilateral performance reviews, to be held once a year, turn into more progressive forms of employee communication. Today’s workers want consistent feedback, clear goals, and a collaborative, fair, relevant, and encouraging work environment. You can improve communications with a few simple actions.

  • Keep communication channels open. Frequent and informal contacts with managers allow employees to understand how their daily work fits into company objectives. Our data shows that employees who discuss their goals and successes with managers at least every six months are nearly three times more likely to feel engaged and motivated at work than other employees.
  • Make yourself available. Not just when employees have questions, problems, or concerns. When communicating with employees, make sure they feel heard by clarifying and rephrasing what they say to make sure you understand. Show empathy, let them know that you recognize their frustration and help them solve their work problems.

Create a strong employer image

Nowadays, companies need to create a double reputation: as employers, they need to have a “brand” as strong as that of their products. Unfortunately, many companies neglect their image as an employer, devoting few resources to it or completely ignoring it. While the company doesn’t need to invest the same amount of money as it goes into external marketing strategies, it is still important to pay due attention to its reputation as an employer.Read More

How to build organizational culture vs. working environment

Much has been written about both culture and climate. Features, tips, structure have been written, and you can even find various definitions of these concepts. Beyond knowing the difference between the two and the importance of a healthy and productive organization, it is also important to understand the difference between building both climate and culture and integrating it into organizational objectives.

It is a reality that both culture and organizational climate is advisable to build a design previously thought, analyzed, and defined that framed the strategy organizational style and talent you want to get to that strategy. This is important because it avoids mistakes and losses of both time and money by underestimating the power of the organizational climate and culture if it is allowed to be formed independently and intrinsically.

It is possible to avoid human training talent in a way that is not aimed at achieving organizational achievements, reducing turnover by generating greater identity in collaborators, losing money on soft-skills training that is not what collaborators necessarily need, among other common mistakes in properly designing both the organizational climate and culture.

One of the similarities in the final objective; both must be structured to focus the worker in such a way that he is more productive, connected, and directed towards the organizational objectives.

The second resemblance that is recognized is the extent of the impact, both positive and negative, of the construction of the same against the worker’s productivity, from their perception of the company.

The third most obvious similarity is the importance that detail orientation plays for effective climate and culture design and construction. The detail is where employees can perceive the dedication and importance of the variety of activities and commitments involved in building a good culture.

Now, what are the differences when building an organizational climate and culture?

The first one is the focus. Focus refers to the direction in which action plans are expected to go. In the case of organizational climate, the action plans are guided to allude to emotion, which maintains the motivation of the collaborators. That is why it is important to focus on detail in the face of recreation activities, recognitions, birthday decorations, etc.

Meanwhile, the organizational culture’s design is focused on changes and development of necessary specific behaviors and forms of the logic of concrete thoughts that constantly direct the worker to achieve objectives. That is why culture tends to focus on actions that last over time that form tradition, symbols, and defined and previously planned customs.

In the case of climate, action plans can be designed to generate immediate perception and, at the same time, make it more visible and tangible for employees. For their part, organizational culture processes are designed to generate profound changes that are not necessarily immediately perceived by employees but are tangibly reflected over a longer period and monitoring.

Finally, we found a difference compared to the time in which it is expected to generate an impact on the action plan. In the design of actions to build climate, they are designed to have a short-term impact; they are reactive plans and visible to employees. In terms of organizational culture design, given the depth of the action plans, it is expected to generate long-term impact by generating plans to anticipate unwanted behaviors.

The advantage of managing these specific differences when designing how you want to create an organizational culture and work environment is that you avoid a wrong training of talent, allowing a more organized and expected management of employees, to develop their strengths aimed at connecting them and achieving organizational objectives.… Read More

Elements Of The Corporate Culture

Corporate culture is an element widely used and valued by companies today. The main objective of most is to make a good strategy for the design of the organizational culture, pointing out the elements and functions to be developed within the organization. However, do you know the elements that are part of the organization’s culture?

Components of organizational culture

There are many parts of the corporate culture that managers must take into account. In this way, they will be clear about the objectives they want to meet and will be able to transmit all these series of values ​​and details to their work teams in the best possible way.

Thus, if a certain company’s business culture is to be clearly defined, the following parts of the business culture must be taken into consideration:

Individual autonomy

This refers to the level of delegation, independence, and participation that exists within a company. For example, if we refer to a type of results-oriented organizational culture, delegation and subordination will be more present.

However, looking at the successful companies of the 21st century, more people-oriented, the focus is placed on participation between employees and even different departments of the companies, betting on teamwork and the promotion of creativity.

It has evolved from companies in which the employee had no “voice” or decision-making power to companies where the workers’ opinions and professionalism are taken into account.


The company’s organization is also one of the parts of the corporate culture to take into account. This makes mention of the rules and regulations that govern the development of the work and the degree of control and supervision exercised over its compliance.


What is the relationship between supervisors and employees alike? Is there a relationship of trust, transparency, and spontaneity? Companies evolve towards organizational cultures where there is a close relationship between managers and workers, that more than a hierarchy, work together and collaboratively between both.


Identity refers to the sense of belonging and how the people who make up the company, conceive of it as a global group of which everyone is part, without divisions.

It is closely related to the identification and involvement of workers with the success of the company. The corporate identity is possibly one of the elements of organizational culture more important.


How do you recognize the good work of employees? All the incentives, awards, and rewards that the company makes to its staff are other elements of the basic organizational culture.

Rewarding and publicly recognizing good work during the development of their work makes the team more motivated and increases their work capacity and productivity.

Risk tolerance

The last of the elements that are part of the organization’s culture is risk tolerance. This will depend on the innovative and creative spirit that is implanted within the company. There are entrepreneurs with big and crazy ideas who do not think twice and share it with their entire team to try, at least, develop it and test if it will finally be a success or not.

As you have seen, business culture plays a very important role within the company, so it is highly recommended to work on it and watch over it.… Read More