Company culture has never been as important as it is today. With the pandemic, the labour market changed and so did the way we work. Therefore, companies have had to adapt to new working realities, modernize and create conditions for employees to feel part of the corporate identity in an increasingly competitive market. In the post-pandemic era, one of the most adopted strategies by employers is to build an internal culture, by adjusting their resources to the needs of their employees. It is therefore important to understand how the existence of culture may, or may not, influence the performance of a company in the market, but above all, of those who work there.
After all, what is Internal Culture?
A company’s culture refers to the way an organization and its employees act. This behaviour is then reflected in the way employees interact and the decisions they make regarding the company’s goals. These behaviours depend on internal factors such as the company’s mission and internal values, types of leadership, and the work environment itself.
How does it work?
Internal culture is not something immediate, but rather a process that is built over time. That said, there are various ways of promoting a good internal involvement, either of the company directly with its employees, or among its employees. However, it is important to point out that any type of result will always depend, in the first place, on how the company addresses its employees. There are different types of internal culture: companies that invest in team culture and in involvement in tasks that promote team performance, through Endomarketing, and other, more traditional, companies where the hierarchy defines the type of management. In either case, in an organization with a strong internal culture, employees already know what to expect, thus acting accordingly and identifying with the form of action used.
More than “free cookies”
Nowadays, it is common for companies to want to differentiate themselves in the labour market by adopting a more “appealing” and “up-to-date” corporate identity, which meets the needs of employees, who are also increasingly differentiated and demanding. If before, the importance of the job or the notoriety of the company were determining factors for candidates, today, benefits, such as flexibility and career progression are more and more important. This has changed and the importance of work-life balance has become a mandatory requirement. Companies must have these subjects well defined, either through the working methodology used (remote or hybrid) but also through personal incentives (through training support, for example). Another way of contributing to fostering the company’s culture is through the active participation of employees in internal decision making, for example, in the definition of their schedules, days off and holidays. SISQUAL WFM, through its Quality of Life Portal, allows not only the team leaders but also the employees, the autonomy and flexibility to carry out with this management.
How a company evaluates all these questions plays a key role in building internal culture.
A strong internal culture enables
- Increased productivity
- Greater “engagement” between employees
- More profits
- Lower risk of turnover
Overall, we can assume that a company’s culture will always depend on good internal management. And if the employee’s values and needs are, right from the start, assured by the company, then the company is on the right track.