Rebuilding Corporate Culture

A positive and strong corporate culture is critical in today’s business landscape. It is not only about establishing a set of mutually agreed expectations for people to follow, it’s about establishing shared values and goals to motivate your people to contribute, grow and inspire. Even before the pandemic, several organisations including multinational corporations made headlines for misconducts – gender discrimination, sexual harassment, forced labour, and more.

In Australia, 2019 saw a string of financial scandals that rocked the banking industry. Last year in the Philippines, public health insurance officials faced serious allegations of stealing billions. In these circumstances, it is unfortunate that dedicated employees and trusting customers are caught in the middle. Corporate culture can be easily lost or damaged because of misconducts. There should be a renewed focus on rebuilding and strengthening corporate culture this year and beyond.

What does rebuilding corporate culture mean for your organisation?

• Reinforcing real values driven by a powerful sense of purpose.
• Telling employees their voices are valued with genuine respect for their concerns.
• Preparing your team for the "new normal" of work.
• Championing people development and understanding unique strengths.
• Transforming an organisation to attract and retain top talent for the long haul.
• Embracing changes with technology while staying guided by traditional principles.

Corporate culture is one of the 11 human capital reporting areas under ISO 30414. Rebuilding corporate culture is one of HR’s biggest challenges this year, and by partnering with different departments, this challenge is achievable.

Employee Centricity

The greatest asset of every organisation is its employees. This is a universal truth relearned during the pandemic. The agenda of employee centricity goes beyond engagement and training; it is more about establishing strong relevant people policies for employee wellbeing.

Moving forward we foresee a strong focus on technology helping organisations better understand their employee behaviour and needs. One example is the emergence of the ‘Internet of Behaviours’ (IoB). Through digital tools and analytics, organisations can gather actionable insights on employee behaviour. HR and IT both play vital roles in building momentum around employee centricity.

There is also an ongoing agenda to utilise modern technologies to scale mental health support. According to a 2020 global study by Oracle, 82% of people believe robots can better support their mental health compared to humans, providing unbiased and judgment-free support. This indicates a need to further the cause of employee centricity.

HR Takes the Lead at the Executive Table

HR secured its seat at the table and now, it’s time HR leads the discussion. One great role model is Mary Barra, CEO of General Motors. Right after Barra took the job in 2014, she faced one of GM’s greatest crises – the great recall. Through her leadership, GM recovered, and Barra is now one of the most renowned leaders in the automobile industry and a champion for women’s rights.

It’s nothing new to see HR professionals taking top executive positions. Not all CEOs have substantial experience when it comes to the human element. Jeremie Brecheisen (Gallup) believes leading people should be a responsibility that requires expertise in the most important part of any organisation: its people.

In 2020, there was a strong call to make HR a top player. HR’s strategic and empathetic approach yields a more robust bottom line, impacts employee retention, and enforces workforce engagement. HR taking the lead will usher in the generation of organisations asking ‘What it means to be a great employer?’