NYAMBURA MUHORO: Organisational culture - The thread that makes or breaks an institution

When we think of the term ‘workplace culture’, what do we envision? Is it more than just company picnics, team-building exercises and our same day-to-day routine?

The truth is workplace culture encompasses the values, attitudes and behaviours that define how things get done. It is the heart of any successful organisation. And when done right, it can be a powerful differentiator, setting apart great companies from good ones.

Consider this: A study by consulting firm Gallup indicates that disengaged employees have 37 per cent higher absenteeism, 18 per cent lower productivity and can cost their organisation $3,400 for every $10,000 in annual salary.

Conversely, the study found out that organisations with highly engaged employees enjoyed a 21 per cent higher probability and 48 per cent fewer safety incidents compared to others.

Clearly, the link between culture and performance is undeniable. Yet all too often, leaders still underestimate the impact culture can have on their bottom line.

In crafting the future of work, the significance of effective leadership and team collaboration cannot be overstated. This is where we join the South Africans in embracing Ubuntu.

Ubuntu Management is not just a management style; it’s a mindset that transcends traditional organisational structures. It espouses the principles of collaboration, inclusivity, authenticity and shared success.

Leaders can create a workplace culture that attracts, retains and nurtures top talent. It is time to look beyond conventional management approaches and leadership theories, to reach into the ethos, values and modes of engagement of Africa as a whole.

Some of these have been overlooked, undervalued and even disregarded, yet they have the potential to provide a road map to organisational success and competitive advantage.

We have all heard that ‘culture eats strategy for breakfast’ and on the other hand we say everything changes, the only constant is change.

Truly, the more things change, the more they remain the same. This is true for most, if not all, organisations. Hence, the importance of a strong organisational culture.

Let us step back and explore what a workplace culture is like. When a name of an organisation is mentioned and you think of your interaction with them, do you smile or shudder at the memory? Do you have to give yourself a pep talk before you engage with them or you walk in without a second thought? That, my dear reader, is culture.

It is almost a living organism, a vibe, a being. The very thing that makes or breaks employees in an organisation and, most importantly, forming what we see or feel.

Organisational culture is experienced right from the entrance or upon the answering of a phone call. This goes a long way in shaping employee engagement and in the long run ensuring that the mandate of the institution is met, building a trusted brand for posterity.

For this to be successful, a strong foundation needs to be established. How should organisations build an effective culture? Top of the list is the involvement and inclusivity of the employees in decision-making.

It is not enough to send out a quarterly newsletter, have monthly birthdays with pictures or have a suggestion box that no one opens.

The employees have to be informed on new or ongoing projects, their input on how best to implement them is considered.

Their voices should be heard. In acknowledging the strengths and perspectives that each individual brings to the table, a leader can cultivate an environment where collaboration flourishes.

Secondly, the leadership of the organisation should walk the talk. They are the key brand ambassadors, the image of the organisation to the world.

The leaders should inspire a shared sense of purpose and motivation. They serve as mentors to the growing workforce, if they have poor culture in top management, this will trickle down to the employees.

The fish rots from the head, remember. The focus should shift from individual accomplishments to collective goals as this leads to increased employee engagement and a more resilient, high-performing team.

Employee support programmes, above and beyond what is outlined in policy, will go a long way in motivating staff, leading to low staff turnover and increased productivity.

Organisations should strive to have a ‘buddy’ system at the workplace where several employees are capacity built to be peer counsellors and available to support an employee who seems to be struggling either from family or work-related pressure.

With the tough economic times, it would be prudent to have personal finance managers have sessions with the staff. Implementation of mortgage and car loan policies are great benefits for staff.

Every new year, most of us have personal resolutions. Do our workplaces have resolutions too? These can build the conversation around the organisation culture for the year. How to go about it: Communicate the plan – get leadership buy-in.

Are the employees aware of the same? Create awareness. Be ready to receive feedback and implement it. Identify champions who will drive the process. Celebrate wins for those who are embracing the change.

The writer is a HR practitioner