Monday April 4, 2016
This article 'Managing cultural change engages staff' originally appeared in Raconteur - The Times.
Company culture is a cornerstone of business success as staff sign up to an agreed way of working, improving employee wellbeing and the bottom line, but change must be carefully managed
Want to work at Google? Then you’ll need a healthy dose of Googleyness. It is officially specified as one of the four qualities each recruit needs. An interview panel of four or five Googlers will examine you for Googleyness.
And what is it? The human resources team say they’ll “be looking for signs around your comfort with ambiguity, your bias to action and your collaborative nature”. The policy is regarded at Google as a key factor in the growth from startup to the world’s most valuable corporation in 18 years.
Google is famous for its culture strategy. But there are many other terrific schemes to learn from. In fact, the corporate world is bursting with ingenious methods of boosting employee engagement, productivity and wellbeing by improving workplace culture.
Letting employees drive change
HCL Technologies is a good example. It boasts a $1-billion net profit on $6 billion revenue, running datacentres and others services for blue-chip clients. But HCL’s management felt there was a problem. The company was too management-led.
The ideas came from the top. In order to grow and stay relevant in the IT industry HCL needed to harness the talents of all employees. The solution? HCL reinvented its company culture. It would champion what it called “ideapreneurship”. At the heart of the transformation was a scheme called Make a Difference Jamboree, nicknamed Mad Jam. The goal was to promote ideas from employees.