Is your organisation culture fabulous or do you drag your feet to work?

​Research has proven that employee satisfaction contributes enormously to organizational success. Tech IT giants Google and Microsoft got this very early in the piece, securing talent easily with their flexible work hours and well-stocked pantries.
 
Today, employee engagement has become a priority metric to gauge as HR and Senior Leadership look for ways to keep a cohesive workforce together and satisfied.
 
Taking this a step further, a big factor is employees knowing how their contribution connects to the organisations’ mission, vision and core values. Typically, KPI’s are “served” to employees without much discussion on how they were drawn up and the importance of the employee’s role.
 
When carried out well, this gives rise to a deep sense of belonging which is the third level of Maslow’s Hierarchy of Needs. A powerful level as this is where people look to be loved and to belong to a team or community.
 
Motivation, productivity and commitment follow in instances when employees feel this deep sense of connection. So how would an organisation make this happen?
 
Creating an organisational culture that holds a strong brand is a brilliant way to start. Setting up a common language where conflicts are minimised, makes for a clear path to focus on the future.
 
I recall a client who focused on just this. He knew that as I worked through levels in the company to help employees grow personally, he would benefit from this at the workplace too. A happy person at home is a happy person at work.
 
When companies spend money to transform their people, employees feel recognised and are proud to be a brand ambassador for the company. This then extends externally to clients where the internal bedrock of stable, happy people shows clearly.
 
All aspects of the company begin to benefit from retention, team work and of course high performance. Organisations are beginning to pick up the signal that creating a harmonious culture leads to these benefits.