What challenges do HR professionals face when measuring culture change?

Studying the existing culture by getting to know individuals and getting familiar with behaviours and organizational values interpret if those behaviours are normal and values followed. Organizations are continuously shaping their culture knowingly or unknowingly but adopting these steps would help them and the Human Resources to eliminate any obstacles, those steps follow: 1. Create a good-culture story 2. Activate Employee Resource Groups 3. Empower others to support implementation 4. Create an enabling environment 5. Challenge mediocrity and narrow mindsets 6. Focus on the end-state

La elección de las herramientas de medición cultural son un recurso necesario para dimensionar los aspectos de brechas culturales para afrontar los cambios culturales asociados a las métricas e indicadores que marcan pautas en los procesos de cambio. Desde mi experiencia es muy valiosa la recopilación de datos alrededor de la organización, como lo es: satisfacción interna, clima laboral, evaluación de desempe?o para transformarla en información para priorizar las brechas previo a una planeación e implementación de cambios.

One thing I have found helpful is a section of data gathering on the subject before asking for meaningful feedback. It's important to see trends based on tenure, or gender or even parent/non parent. Having a open section to let people type in how they identify is important too, if all the non Dog parents in the office hate the Dog parents it might be time to think about your Dog Policy. Little areas to collect quality data (paragraph responses with context) over just rate this statement 1-5 is crucial regardless of the metrics chosen.

In my experience, it's important to look at data from two views: confirmation bias and the opposite. Many times data can be used to show what the individual already believes to be true - when analyzing this data, play devil's advocate with a peer. Appoint each other the role of "pro" and "con" to really poke holes into what the data is showing you. Then you can understand how to use the data as it's intended to be used.

Desde mi experiencia este reto y elemento en la comunicación de resultados, es fundamental en el antes, durante y después del proceso de cambio cultural a través de los medios disponibles existentes, tomando en consideración los segmentos, áreas e involucrados. Siendo fundamental en esta comunicación consideraciones que integren cambios centrados en las personas relacionados en: 1.Los beneficios de los involucrados 2.Descripción de apoyos técnicos y relacionales con lo que contaran 3.Hablar de los logros, aprendizajes, limitaciones de la fases o momentos de cambio 4.Experiencias de los colaboradores hablando de sus experiencias de aprendizajes 5.Activar los recursos de retroalimentación y seguimiento

In my experience, HR can hold the data and be a neutral ground in how it's used, but they should not be the ones implementing the change at the department level alone. Managers, Leaders, Unofficial Business Advocates create culture, not HR with an agenda. To get commitment and participation it's best to decide on a top down or bottom up communication strategy, gather insights and be real raw about what people told you. This way in the future, you get not only participation in future data gathering, but buy in across the organization that when you give feedback the business will result in change.

Introduce ideas that may lead to changes. We don't manipulate people and thereby change culture. It's not completely logical, either, so don't over-rely on metrics. Culture's what you do that you accuse your neighbor of, too. It's also when we applaud what's good. Moving, organic, organizational zeitgeist as well as the rituals and routines.

Attempting to establish a single culture in a company can be challenging due to: 1. Subcultures - Different departments or locations have unique cultures. 2. Resistance - Employees may resist changes, especially if they're attached to their current subculture. 3. Diversity - A diverse workforce leads to multiple subcultures, making a single culture hard to implement. 4. Organizational Needs - Different business areas may require distinct approaches. Companies should aim for a culture that accommodates diversity and varying subcultures while aligning with the overall strategic objectives of the organization. This requires a nuanced approach, respecting existing cultural elements, whilst shifting to a future purpose driven culture.

I would add differences in need of frequency and types of communications are needed to help promote and sustain the culture change. These can vary regionally as well.

Uno de los principales desafíos que nos enfrentamos como profesionales de RRHH a la hora de medir el cambio cultural es la traducción de los datos a información contextualizada por el tipo de cultura actual a la deseada, en donde se genera la verdadera consciencia para traducir "la manera de ser" necesaria para sostener los resultados con el cambio de mentalidad en los directivos o tomadores de decisiones.