![]() ![]() If you’re not actively encouraging your employees to speak out about what’s both good and bad in your organization and its culture, other outlets, such as Glassdoor, InHerSight, Indeed and Kununu, allow them to anonymously post their thoughts, feelings and experiences with your company, and, for better or worse, they will use them, Maroney says. The “Glassdoor effect” is absolutely real, and it’s a major cultural influence that companies shouldn’t ignore, says Joyce Maroney, senior director of customer marketing and director of The Workforce Institute at Kronos. Without a solid culture, whatever that may be, you may be destined to bad hires and high turnover. “If you have a company of superstars, wouldn’t you want to pull in people like them from their personal networks?” she says. Since word-of-mouth is one of a company’s best recruiting tools, this factor alone can have a huge impact on business success, says Levin. And you’ll also see your reputation take a hit as people turn to social media to tell everyone how awful their experience was,” she says. “If your culture’s toxic, you’re going to see this. “We found through ’s 2012 survey of our customers that turnover was costing, on average, 150 percent of each lost employees’ salary - dealing with the disruption, search, interviewing, all of that,” Levin says. The major danger in not codifying and regularly evaluating your corporate culture is that you’ll make “bad fit” hires and end up with high turnover, says Levin, but there are other dangers in areas like reputation and recruiting. But after a while we decided to remove that - so many people were saying that they felt pressure to have fun every day, and if that wasn’t happening, it just added extra stress,” she laughs. For instance, we used to have ‘Having Fun’ as one of our major culture values. ![]() “We not only evaluate how our people are aligning with the culture, but whether the culture is aligning with the people. “Not only do we use this clearly defined culture statement when we’re recruiting and hiring, we use this as an evaluation tool for our yearly performance assessments,” Levin says. Here, having avenues for employee input are crucial. It’s also important to realize that culture can - and likely should - evolve, especially as your organization grows. ![]() Then, we used those traits, those values and qualities to hire,” Levin says.įor, Levin says the concept of “There for you” became the linchpin of the organization’s culture, encompassing values like transparency, open communication, innovation, an entrepreneurial spirit, respect and humility. “One of the first things we did when starting was to sit down and describe the kind of workplace we wanted the kinds of people we wanted to work for and with, and set to translate those into action. “There’s a huge difference between owning your culture and being able to point to it as a recruiting, hiring and retention tool, and having culture be a deterrent to the kind of people you want to hire,” says Donna Levin, co-founder and previously vice president of policy, CSR and workplace solutions at, and now a senior lecturer in the Entrepreneurship & Innovation track at MIT Sloan School of Management. Without one, your organization will be challenged in attracting the kind of talent you want. The first step in shaping your organization’s culture is to codify it in a culture statement - and own it. Here is a look at how you can shape and foster a corporate culture that aligns with your company mission - and how to get it back on track should it falter. But if you allow your company culture to evolve organically without guidelines from executives, and without input from workers about what’s important to them, you could wind up with exactly what you don’t want: a toxic environment that no longer attracts and retains top talent and has difficulty functioning. The set of values, mission, attitude and atmosphere that shape your work environment has a significant impact on results. Culture is what guides and drives a business, for better or worse. ![]()
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