How can you build a strong company culture?

This involves aligning organizational values with individual beliefs, promoting open communication, providing psychological safety, and encouraging collaboration across all levels of the company. Additionally, adopting a growth mindset can cultivate resilience and innovation within the workforce, ultimately leading to a more positive and inclusive company culture. Carol Dweck, Edgar Schein and Simon Sinek have shared a lot of Valuable information that can provide companies actionable methods.

Developing company culture is akin to nurturing a home atmosphere. Define values, reinforce them, and engage employees to ensure alignment with the vision and mission. Encourage open communication, acknowledge achievements and Ensure people are heard. Lead above points by example to foster a positive and cohesive workplace culture.

I believe it starts from your upper tier by setting the purpose & drivers of the desire culture. Once that is defined then the right approach is to collaborate & communicate externally & internally to attract the right fit, and hammer the values among the existing employees.

Creating a positive non toxic work culture should be a priority of the board level management. Your culture is the backbone of your organization and based on your culture you can shape your strategies. You can never delegate to others(HR, Communication) to create a culture and monitor from the sideline if it becomes successful. If you want to create a divers and inclusive company, start with the top to become more divers and inclusive.

Promote work-life balance, encourage open communication and transparency with employees. Reward high performing employees and motivate average performers to do better by offering training/counselling. Foster Inclusivity & Diversity

Hire for fit has always been a controversial topic. It depends on what one understands from hire to fit. It should never be a hindrance in hiring a diverse work force and hiring people from different backgrounds experiences values and perspectives on life, as long as their values do not hurt others. It's mandatory to define the core values of the company such as respect for everyone, inclusion, and belongingness. When seeking to hire for fit we need to make sure that person does not deviate from the said core values of the company, otherwise organization should be unbiased and welcoming to hire a diverse workforce in every area be it religion, race, age group, sexual orientation, marital status and so on.

I think one of the best ways to do this is to be very open during the hiring process and give a really clear impression of what the culture is like. I wouldn't want to deselect someone who can do the job based on "culture fit" but if they can see what the culture is like and it's really not for them, then they can make that decision. I would always talk about the EVP and values at the start of the interview process. They will either get really excited about it or they won't. And if they are really excited, it will probably trump pay as a motivator, so you often end up with super-engaged people if you're clear about your EVP.

From my experience, strong company culture is when employees have the similar values to the companay's corporate values. However, from the DEI perspective, you need to also hire people with different values and mindset so they bring fresh blood to the organization. Researches show that companies are more successful if they have people who think differently.

We are all unique as people yet they are common values, principles and motivations which bring certain people together. You can have the same values as another person but still implements things differently and that is the beauty of being unique. Hiring for fit is important but so is investing in existing employees to see who is keen to make the new culture work. The buy-in for the new culture has to be there, whether hiring externally or gaining buy-in from existing members. The fit towards the new culture can be assessed through behavioural analysis, running emotional intelligence assessments, bringing people together to see how they operate under different circumstances.

Hire someone who is actually capable for position if you are notable to analysis good people will move very easily. It's very difficult nowadays hire for right position for right candidate.

As a leader, the best way to build strong culture is to model the behaviors you want to see and lead by example. Providing immediate feedback, making sure you conduct your 1:1s regularly and giving them opportunities to solve problems, creating a safe space to fail and learn quickly are very important.

As part of the onboarding and orienting process, training and development help communicate how they fit into the current culture as well as help them build skills they need in order to be successful in their role.

Develop a comprehensive onboarding process that immerses new hires in your company culture. Provide them with insights into how things work, introduce key team members, and highlight the values driving your organization's success.

We had a barbecue. Each of the heads of departments met with the new hires and talked to them about how they came to the company and what they like best about it. Make sure you get as many of the people from the department the new hire will be working with as well so they can start melding as a team.

Nach meiner Erfahrung ist sowohl Orientierung als auch Onboarding ein elementarer Bestandteil eines erfolgreichen und langfristig gelingenden Miteinanders. Wir durften bereits viele Organisationen bei der Planung neuer Onboarding-Konzepte begleiten und dabei war der initiale Punkt der Ver?nderung oft, dass Mitarbeiter sich nicht ausreichend abgeholt gefühlt haben. Ein gutes Ankommen im Unternehmen und ein tiefes Verst?ndnis der vorherrschenden Kultur ist eine wichtige S?ule der langfristigen Mitarbeiterbindung. Es hat sich auch gezeigt, wie viel schwerer das kulturelle Onboarding im Rahmen von reinen Remote Settings ist. Somit zeigt sich hier die Relevanz zwischenmenschlicher Beziehungen im real life.

The art of communication is important. Sometime people make mistakes and maybe they don't realize that they should habe the balance between their personal and professional lives. Meet them, have their opinion about the good professional way to deal. At least but not last: we are human.

Do not think that once the person you have in your department has been there for a while they know what's going on. Have regular meetings to bring everyone up to speed.

In my experience in business for 25 years leading by example has been the key for all my businesses. once the core values and the mission was established then it was just a matter of maintaining it through open communication with staff! That’s my two cents.

Clear communication is the cornerstone of building a strong organizational culture. Embedding cultural values and goals shouldn't be a one-off effort - it requires consistent integration into talent programs, policies, and processes. From employer branding and recruitment to performance management, rewards, and even physical/digital workspaces, every touchpoint should reflect the desired culture. Consistency is key: how the company interacts with employees at every stage, from onboarding to exit interviews, reinforces the cultural message. Through my 15 years of experience in culture design and transformation, well planned communication is what I've found most successful in shaping and transforming organizational cultures.

Kommunikation ist fast überall der Schlüssel für ein erfolgreiches Miteinander. Zudem ist es das einzige aktive Führungswerkzeug innerhalb einer Organisation. Wenn wir jedoch eine Vielzahl an Kommunikationskan?len haben, dann ist es wichtig, bestimmte Regeln in der gemeinsamen Kommunikation zu erarbeiten. Nicht selten erleben wir, dass Mitarbeiter und Führungskr?fte aufgrund der schieren Flut an Informationen in die überforderung kommen. Da wird es dann fast unm?glich überhaupt noch zu filtern. Bei der Kommunikation sollte es wieder mehr um die Qualit?t und nicht um die Quantit?t gehen. Für kulturelle Entwicklung ist Kommunikation essentiell um die Beziehungen aller untereinander zu festigen.

Creating a training and development culture?promotes engagement by demonstrating a company's investment and commitment to its employees. Engaged employees feel valued and tend to stay with an employer for longer because they know leadership is genuinely interested in their growth and development. When employees receive regular training, it not only?enhances their job skills and knowledge but also boosts their confidence in applying their talents. As a result, their performance improves, enabling them to function with increased effectiveness and productivity in the workplace.

Imagine a software company striving to foster a culture of innovation and collaboration. They regularly organize hackathons where employees from different departments come together to work on innovative projects. One such project led to the development of a new feature that significantly improved user experience, showcasing the company's commitment to creativity and teamwork. This success story is celebrated company-wide, reinforcing the importance of their culture and inspiring further innovation.

Providing training and generating development initiatives are not enough to build a strong organizational culture. Learning and development plans must first be aligned with the needs of the business and when they are given clarity about the real challenges they must face so that they can prepare based on this. A learning culture must be built with the involvement and participation of people managers, providing sufficient resources and time, and investment in innovation such as the implementation of digital platforms where there is a repository of training that adapts to agendas, preferences and needs of work.

Training has to be FUN and not just more things to remember. Development has to involve every aspect of your workers. There may be times when you want to investigate having a team coach work with your employees to bring out the best of them in working together.

Für viele Mitarbeiter stellt Weiterentwicklung scheinbar eine Last dar. Woran liegt das? Einerseits ist es eine Frage der Gewohnheiten in der Organisation. Wenn gute und anwendbare Weiterentwicklungsformate etwas exotisches bleiben, dann haben Mitarbeiter schlechte Erfahrungen damit gemacht und keine Lust auf Neues. Zum zweiten erleben viele Mitarbeiter die Gespr?che zu den Themen als mühsam. Kein Mensch m?chte mehr die Frage: "Wo sehen sie sich in 5 Jahren?", h?ren. Lasst uns gemeinsam mit den Mitarbeitern sprechen, was überhaupt Entwicklungsm?glichkeiten sind und vor allem: Lasst uns Entwicklung von einen Aufstieg in der Hierarchie entkoppeln. Es will, darf und muss nicht jeder Führungskraft werden. Und das ist gut so.

Whilst I think it comes down to knowing your people and what form of reward they prefer, I am a firm believer that everyone operates better with a little acknowledgement every now and then. Outside of rewards and benefits, we are all re-adjusting our nervous systems and developing sense of comfortability in this busy, uncertain, and reactive world of work - we are all doing our best. A genuine message to thank a colleague, offering recognition of an above and beyond job, and acknowledgment of a good idea are the type of things I think leave the impact we're looking for.

In addition to the corporate led bonuses, perks, events etc. lean into what the team would like to do. Have them curate an activity, event, fun incentive or community activity. This can enhance a sense of ownership and togetherness.

Acknowledge and reward employees who embody the company's values and contribute positively to the culture. Recognition can be in the form of verbal praise, awards, or other incentives.

By acknowledging the efforts of an employee through rewards, recognition and on time promotion for it motivate the employee to do better than before.

Transparency is a significant part of a healthy company culture. Seek transparency and be as transparent as you can. Refrain yourself from involving in corporate politics as end of the day it is your work that is going to take you to the next level.

Leader must have integrity with the culture he is attempting to establish in the organization. Do not start this mission until you fully agree with it. It’s harder done than said so valuable hint is to focus on the aspects that you are fully aligned. Be an example and be vocal how your decisions and choices are linked to the company principle.

Building a strong company culture is essential for creating a positive work environment, fostering employee engagement, and driving organizational success. Here are some strategies to help you build a strong company culture: Define Core Values Lead by Example Regularly communicate the company's mission, vision, and values Encourage Collaboration Recognize and Reward Promote Work-Life Balance Invest in Employee Development Celebrate Diversity and Inclusion Promote Transparency Create Rituals and Traditions Solicit Employee Feedback Adapt and Evolve

- Communicate fundamental values. To clearly state what the company ideals. Make sure that everyone understands and put into practice such values at work - Our Managers and Leaders to lead by example/model of the desired culture. - Make it easy for employees to share thoughts and ideas. Encourage employees to share ideas. - Recognize and reward positive behaviour. This will also encourage others and will follow them later - Let's develop our employees by giving them opportunities to learn, grow. Engagement is the key - Let's create sense of DEIB, promote collaboration, respect and teamwork - and lastly, It should not stop there - continuosly analyze and flexible to change. Always remember in life the only thing that is constant is #change

WALK THE TALK. We have all known or heard of companies who say one thing and their executives act in complete opposite of their alleged core values. Show don’t tell from the CEO throughout the organization. Do your programs support your core values? Are you supporting your teams in the way they need to be supported? Asking for feedback specifically on culture? Seeking feedback and adjusting priorities based on how tour teams are feeling is a game changer. This also shows that the company or more about building a sustainable culture and less about virtue signaling.

Company culture is not a time activity that you do and then rest. Every policy, procedure and strategy should be in alignment to the company culture. Every time I develop a new initiative for the company, I always think how it is contributing to company's culture. I suggest the following steps: 1) Evaluate current state 2) Define culture 3) Incorporate it into policies 4) Train Employees 5) Get Feedback 6) Make necessary changes 7) Train again 8) Communicate culture in various ways and channels.