I've read and heard many good definitions of culture, most of them coming from the world of academia. Few, however, are written from an employee’s perspective. If HR leaders could hear what employees think about the world they work in (i.e. your company’s culture) they would pay more attention to the role they can and should play in shaping it.
So, here‘s my stab at the voice of the employee. “Culture is everything we share; goals, beliefs, attitudes, definitions of success and, of course, the acceptable pathways to getting there.” I’d go on to point out that, “culture is reinforced by the type of attitudes and interpersonal dynamics that dictate how things get done.”
In my experience, cultures have made the workplace frustrating and lifeless for employees when they are negative, but engaging and dynamic when they are positive.
Chris Edmonds, author of the book "The Culture Engine" calls culture your “organizational constitution” and he urges HR leaders to take the responsibility for building a high performing, values aligned culture.
Think about that for a second. Building a high-performing, values-aligned culture should be one of the highest priorities for every HR leader because it influences virtually every business outcome that matters. It shapes how employees collaborate, how leaders make decisions, how new hires are onboarded, and ultimately how customers experience your organization. Isn't that a far more compelling reason to invest in a recognition program than simply saying you want to improve engagement scores? Engagement is important, but it is ultimately the result of something deeper. Recognition helps define and reinforce the behaviors, attitudes, and values that become your culture. When employees consistently see the right actions acknowledged and celebrated, they gain a clearer understanding of what success looks like and are more likely to repeat those behaviors, strengthening both the culture and the organization over time.
And while you are thinking about that, think about this. Most firms have a culture problem. Most employees feel that the pressures of doing business in a hyper competitive world have negatively changed their company’s culture. Working to get your culture on track is a great chance for you to make your reward program more relevant and meaningful.
