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Building a Company Culture

21 June 2021 | 2 Minute
user Sorwe
Building a Company Culture

Culture is what separates institutions, ensures that they cannot be imitated, and makes them single and unique. Even if you use the best psychometric tools, hire the most talented candidates, bring the most beneficial, best management approaches and their practices to your organization, or identify the most accurate strategies, the “corporate culture” eats them for breakfast!!

 

So, is it possible to build a company culture that develops skills and leads the company to success? And what would be the first step?

 

The first step is to adopt an "ethical and principled" management approach. To determine the principles and corporate values that reflect this understanding, bring employees together, who will keep this understanding alive, apply it to all processes, and create an environment of transparency, justice and trust.

"Do we have a more important job than managing our reputation?”

Institutions that know the importance of ethics and reputation say they value this legacy while adding talent, and choose “reliable, honest” candidates.

So, is it possible for human resources to measure this heritage of candidates or employees in recruitment or promotion processes? Reputational approaches in the individual are related to personality. While there are some tools to measure personality as an HR professional, we can say that these tools only provide insight and a complete measurement is, as are in many personality and behavioral dimensions, limited with individual ethical and reputational behaviors and only provides a foresight. So, are there ways to see, measure and develop these within the company culture?

Doğan Cüceloğlu, in his book ”The Family that Leads to Success”, says that the basic philosophy of families in school, work and life success should focus on being a ”good person", while preparing their children for life. Good person ensures being a strong and successful person and being a strong and successful person brings success in life. Cüceloğlu explains how the belief in the family that "It is better my child be someone who produces and wins without taking the rights of others, rather than being cunning and shrewd" affects the individual, the institution and the society, underlines a contradiction. When the family raises a child with the idea that "Rather than my child's right will be defeated, I prefer him to eat someone else's rights'', two groups are formed in the mind of families as "those defeated" and "those unfair". This thought puts families to the point that "good people stay weak" and "exploited by the powerful”. Cüceloğlu thinks that these thoughts encourage families to raise "shrewd, cunning individuals who pursue short-term successes" and redefines being a good person for families that fall into this thought trap.

“A good person is a strong person. Strong people are creative and productive. He does not pursue short-term successes, thinks long-term and enjoys getting it by working. As a reliable person, he/she achieves life-long business and life successes. The creative and powerful man neither violates anyone's rights nor allows anyone's rights to be defeated.”

Well, wouldn't companies fall into this thought trap that families can fall into?

 

How to Develop a Resilient Company Culture?

Take a look at the histories and administrations of cultural and commercial institutions that have survived for hundreds of years. You will see that institutions run by creative and productive, smart and powerful people, not institutions run by cunning and open-eyed people, survive.

Result oriented concepts such as “doing business” and “getting the job done” without paying attention to ethical rules and adopting the “doing the right” approach can be interpreted as competition at the end of the day. The most frightening part of the job is that, if you remember the past crises, the fact that some of the worlds' leading companies that pioneering in global competition, names being mentioned in works in which; where ethics were ignored, purely profitability was targeted and human values and morality were ignored, in other words, their being "shown as an example" created serious insecurity and economic crises.

Well, wouldn't the behavior of other companies in the sectors in which these companies belong, are negatively affected, just like in families? "Competition is brutal, if we act according to the rule we cannot make a profit, if we do not make a profit, we will disappear in the long run" etc. or to act with the thought of 'there are doing, why not us?" in environments with unfair competition... Or, for some employees, to be able to receive a bonus at all costs, if necessary, to report as if they visited the customer although they haven’t, to act according to benefits and relationships rather than competencies in 360 degree feedback and performance evaluations, to do tasks without questioning the "orders" of anyone who has power, trying to manipulate or prevent any system that can be monitored and clearly demonstrated...

It is important to create a culture of trust in order to prevent these and to ensure trust and justice. It is important to determine and develop the principles and values that will build a culture of trust, and to establish a comprehensive employee satisfaction and 360-degree feedback evaluation system to raise awareness of these among all employees. Is it enough? No! This is just the beginning.

 

Dilek Mete

Performance ve Culture Development Expert 

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