Workplace culture is often a catch-all phrase that is used to describe the atmosphere employees experience at work.

Pre-COVID there was a common notion that organisational culture was established and controlled by the leaders and managers at the top of the business. This meant that the desired workplace culture was set and thrust upon employees through reliance on ‘osmosis’ where everyone works within the same four walls and somehow the values and way of doing things seep into everyone and becomes standard behaviour.

For many employers, COVID changed how their business operated with some employees working from home or in hybrid work arrangements, partly at home and partly in the office. This meant the ‘osmosis’ strategy could no longer be leaned upon to communicate and control their organisational culture as not everyone was within the same four walls all the time.

This change has resulted in many businesses seeing subcultures emerging outside their set culture and values. Teams are no longer attaching their sense of connection to the workplace at large, but rather to the individuals they virtually interact with daily. Ultimately this will result in a fragmented workplace with differing cultures and values, impacting the ability to achieve shared business goals.

This observed change reinforces the notion that culture isn’t built within the four walls of the office, but instead, it comes from the values and behaviours that are practiced, modelled and mirrored by all employees.

However, according to a survey conducted by Deloitte, over 75% of employees who can work remotely would prefer to work hybrid or from home… and over two-thirds of employees would give up a pay rise for more flexibility! So, forcing everyone back into the office clearly isn’t the way to control the culture as it likely just leaves you with a disgruntled team of employees!

So, what can be done?

Instead of taking a top-down approach to setting workplace culture, employers and leaders should think “inside-out”. Meaning organisational goals and governing values (culture) can still be established, but ultimately employees need to work individually and as part of their smaller team(s) and work groups to contribute their own ideas on how they will achieve the business goals.

“The speed at which the world is changing, and at which organisations need to move, requires a more distributed style of leadership and decision-making. It’s about setting the big-picture stuff at the top – ‘What we’re about, where we’re going and what we need from you’ – then entrusting teams to make the best decisions on how that will happen.” – Peter Burow, Founding Partner of NeuroPower

Whether employees are undertaking hybrid work or are happily working full-time in the office, to create a positive workplace culture it is crucial to create a sense of belonging by forging connections and community in the workplace. Set up practices that allow employees the opportunity to interact with each other and ensure no one is working in silos.

Managers and leaders should take the time to forge trusting relationships by working with their teams to discuss organisational goals and together developing and agreeing on values and workplace standards that will help the organisation achieve those goals.

And remember, culture is established through the values and behaviours that are practiced, modelled and mirrored by everyone in your business… so always role model the behaviour you wish to see!

On the topic of Covid-19, here is a FREE Toolbox Talk on Hygiene practices in your workplace!

References

HRM - Rise of Workplace Microcultures

HRM- Flexible Work in the Public Sector

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By Bianca Brattoli

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