In the midst of the Great Resignation, culture has become even more crucial for employers to retain employees and attract new talent.
According to The U.S. Bureau of Labor Statistics, a record 4.4 million Americans quit their jobs in September. And the nationwide quit rate was the highest percentage ever recorded, reaching a staggering 2.9% of the workforce in August.
Employee burnout is also at an all-time high. In fact, more than half of Gen Z (57%) and millennials (54%) feel most pressured to be available at all times and are also most likely to describe their job as repetitive (65% and 58%, respectively) and tiring (65% for both), according to new research from Adobe.
Promoting company culture is key for companies looking to navigate and counteract the rise in job resignations and employee burnout. Culture is a primary reason employees come to work for a company and stay with a company. Without culture, employees are merely mercenaries for their company — emptying inboxes and collecting paychecks without personal growth.
Therefore, it’s imperative that executives — regardless of their role or title — spearhead a culture that fosters a symbiotic relationship and offers an enriching experience for employees, allowing them to grow personally and professionally.
As Chief Financial Officer (CFO) of commercial and revenue operations transformation leader Conga, Bob Pinkerton, has developed several lessons on how companies can foster a powerful company culture:
1. Lead with the human element and celebrate the individuality of employees
Executives have to lead their operations with the following in mind: before each employee heads into the office, first and foremost, they are individuals. However, this individuality can be overshadowed in an office setting. “One of the most valuable lessons I’ve learned as a business leader is that work is where employees decide to spend their heartbeats each and every day,” says Pinkerton. When business leaders promote this mindset, he believes that work becomes more than just a place they spend the majority of their days but somewhere with true meaning and contribution.
Executives can extend this mentality to their meeting structure, too. Instead of starting a meeting and jumping into company updates, leaders should spend a few minutes at the start of the meeting on topics not specific to work. For example, asking employees about their weekends or how their families are doing. Or even opening a meeting with an ice breaker or a topic that will get teams talking. For instance, “If you could have one dessert for the rest of your life, which would you choose?” This opens up the conversation among employees and allows teams to get to know one another better, even in a remote setting. Structuring meetings in this way will also change the tone among employees and allow them to start engaging in new, more personal ways.
2. Don’t undervalue the importance of one-on-ones
Business leaders should make it a point to get to know their employees, and this is even more important in a remote work environment. One of the most effective ways to do so is through one-on-ones, even if done virtually. “When I first joined Conga, I scheduled 90 one-on-one meetings,” says Pinkerton. When executives go out of their way to meet employees and set time aside to get to know them, it can speak volumes to the culture of a company. One-on-one conversations must have a clear focus, objective, and meeting structure. Pinkerton found that one of the best questions to ask employees within these conversations is: “What’s working here at the company? And if you had a magic wand, what would you wipe away and fix?” With these questions, a leader can get a mosaic of areas of improvement within an organization. This insight into the employee experience can also enhance how members of the C-suite and HR department make decisions. Business leaders can gain personal connections throughout the organization due to this tactic — driving home the point that their employees matter and their contributions are significant.
3. Create compelling culture initiatives that encourage employee engagement
Several companies paused their culture initiatives at the onset of COVID-19. However, as organizations shift to a hybrid work schedule, companies must restart — and rethink — these activities for their employees.
For example, prior to the pandemic Conga hosted in-office open mic nights. “Knowing that we wouldn’t be in the office for some time, Conga pivoted to a virtual version of the event, known as Congapalooza,” says Pinkerton. A talent show of sorts, Congapalooza allowed employees to have a creative release, showcasing their musical, artistic, or other abilities. While employees performed during Congapalooza, other team members could cheer them on in the comments. “We’ve found that these types of events help to ensure people still feel connected while working remotely,” Pinkerton adds. He continues, “now, as we transition to a hybrid work model, Conga is restarting initiatives to encourage employees to come back into the office, like providing meals, welcome back cocktail parties, and food trucks. We’ve found that when employees are together, it creates a positive, contagious energy.” Therefore, for those who are comfortable coming back into the office, it seems the office can serve as a vibrant and engaging space for team members.
4. Develop a culture framework to guide the organization
A company framework for culture helps outline a common goal for all employees to work toward. For example, at Conga, they have a three-pronged approach with how we practice business, known as “The Conga Way.” This includes the following guiding principles:
● Embrace an entrepreneurial spirit
● Achieve Together
● Champion the customer
“We use this framework in all organizational decisions — from hiring to decision making and product development,” says Pinkerton. He continues, “For Conga, it’s not enough to be just ’at market’ with other companies, we need a single lens to view everything collectively, as a company.” Organizations could certainly create a similar approach, like Conga’s, to guide their everyday operations and business decisions. When developing a framework, executives should tap their employees for input, too. Employee support can set the tone for a company’s culture and set sights on a common objective.
5. Any executive can promote culture — it doesn’t have to be limited to the Chief Culture Officer
Most importantly, company culture should no longer lie just in the hands of the Chief Culture or People Officer. Yes, read that again. A culture cheerleader isn’t limited to the CCO or the HR department, suggests Pinkerton. “I am proof that a CFO or any other member of the C-Suite can be a champion for company culture. Leaders in these positions can get to know their employee base, become in tune with their needs and provide an enriching environment for employee growth.”
There’s no better time for executives who are ready to spearhead culture in their organization than the present. Amid the Great Resignation, culture can be key to company retention and company growth.
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February 07, 2022 at 10:00PM
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How To Become A Champion For Your Company's Culture - Forbes
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