Culture is one of those ‘unseen’ factors in organisations, universally agreed to be a powerful force, but hard to define and measure.
Boards and Executives are highly invested in, and have a responsibility for, ensuring an organisational culture which aligns to the purpose and vision of the organisation, and reinforces the values with which the organisation stands by. In practice though, this can be a challenging exercise.
Many organisation’s utilise culture survey tools, which provide insights into current state culture, and the engagement that this creates from staff at all levels of the organsiation. These are useful tools with which to consider culture, but the size and scale, and time delay in considering results, often means that Executive’s and Boards’ do not respond to the real-time data and also not follow through quickly with tangible actions which contribute to positive engagement and enhancing culture.
Using a Lighter touch to gauge culture
It’s better to understand something now, than everything later: Targeting key areas of culture and engagement, rather than trying to measure everything is a critical component of timelineness of surveys and maximising participation. Lighter touch survey tools can target 4-6 areas of culture, while allowing for tailoring into an organisation’s core work environment and people experience to make this meaningful to participants. Further areas of exploration can then be achieved through focus groups or targeted interviews, which gains richer data and insights, and promotes engagement, rather than survey overload at the start.
Respond while it’s relevant: Timely collation of data and feedback to participants is easier if you don’t try to do too much at the start. One of the most common complaints from participants within culture surveys, is not seeing the results until months after the survey. With the introduction of technology, interactivity with results provides a key opportunity to engage leaders within their own areas results and to allow real-time visibility within the culture survey window.
Take action: ensuring a structure for consolidating themes into tangible actions for leaders, Executive and Board visibility, is paramount to culture oversight. While this may seem the most obvious component in conducting a culture survey, it is often the most overlooked. Starting with this in mind from the beginning allows the action planning process to be built into the process and timing from the beginning. This is the key reason as to ‘why are we measuring organisational culture?’ in the first place; to hear from participants, consider the results, and take action in a timely manner to make this an even better place to work and grow.
VUCA has designed a light touch culture review tool, which builds this from the very beginning to make the process simple, timely and easy to action for organisation’s, and meaningful for participants.
Final thoughts
Culture is a complicated force, however gaining insights into culture doesn’t need to be. Culture surveys should be a multiplying factor in engaging staff, and so ensuring the right process, structure and follow through can greatly improve this buy-in, as well as providing the insights and oversight that is critical to Executive and the Board.
Please contact Susan Bates susan.bates@vuca.com.au if you would like to discuss this article further.
Susan Bates
Director | Senior Organisational Psychologist
VUCA Trusted Advisors