Positive Workplace Culture

“Here we have a great working environment.” We have all heard it. We have all said it. But what does that mean?

Yoga, CrossFit classes, and massage chairs? I so need that, but no.

Good working conditions are often referred to as “the way things are done around here.”

I’ve been working in HR for over seventeen years, and the best companies I’ve worked with have recognized that there are three elements to a culture: behaviors, systems, and practices, all guided by an overarching set of values.

A great workplace is what you get when all three of these are aligned, and line up with the organization’s espoused values. When gaps start to appear, that’s when you start to see problems — and see great employees leave...

How, then, do we repair a flagging workplace? A place to start is by reviewing the behaviors, systems, and practices in place in your company.

Behaviors: A common workplace-building practice is the creation of value statements. But the real test is how leaders behave; how they enact these values or don’t. People watch everything leaders do. If leaders are not exhibiting behaviors that reflect the values, the values are meaningless.

When expected behaviors are clear, we can focus our time on practicing those behaviors rather than spending our time trying to identify them. Accountability becomes easier to measure and success easier to attain.

Systems: Clarity through the hiring process, sharing strategy, clear goal setting, regular feedback, continuous learning environment, receiving recognition or praise for doing good work, transparent and fair rewards.

Engaged employees feel valued, supported, and respected — generally the opposite of a high-stress, cutthroat workplace culture.

Practices: Practices include everything from company events, running meetings, and feedback processes, to how decisions are made.

Do you have repeatable decision-making processes in place? Are meeting participants expected to be collaborative and consensus-driven, or is some conflict OK? What should managers talk about in performance reviews?

Practices need to change as the company changes — as it grows, reorganizes, or faces new threats.

It takes time and an action plan to define. It takes work to execute. Yet, if the time is spent (1) really understanding the behaviors expected throughout the organization; (2) identifying the systems and processes that will continue to help those behaviors be expressed and sustained; and (3) shaping practices that help employees and the organization become better, then you can close your culture gaps, and stop your best people from saying, “I know it’s a great workplace, but I am leaving.”