"Shared Values Shape Organisational Culture"

Kamlesh Dangi, group head of human resources at InCred, delves into the pivotal aspects of organisational culture, talent management, performance reviews, employee engagement, and the evolving role of HR in the contemporary corporate milieu. Emphasising the centrality of shared values in shaping organisational culture, Dangi challenges conventional distinctions between core and non-core values, underscoring the practical implementation of these principles. The discourse culminates with reflections on the symbiotic relationship between employee well-being and engagement, along with the evolving responsibilities of HR heads as strategic leaders in the post-COVID era. 

What could be the core values that shape the organisational culture and how do they contribute to making the company a great place to work? 

Ever since Peter Drucker declared, 'Culture eats Strategy for Breakfast,' everyone seems to agree with the statement without giving its due attention to shaping organisational culture for the success of the organisation. Many factors contribute to organisational culture, making it unique in each organisation. Simplistically, one can define culture as an environment created by the shared values, beliefs and attitudes of people in the organisation. The key word here is 'shared,' emphasising the importance of shared values in shaping organisational culture.

What values does an organisation hold or needs to hold so that it creates culture which facilitates achievement of its vision, mission and goals. What does the organisation need to do so that the values that are defined or articulated are truly shared and don’t just remain as part of posters on the wall or things practised by few in the organisation.

When it comes to values, I do not believe in the concept of core and non-core values. Shared values, among other factors, shape organisational culture, ultimately influencing the success or failure of the organisation. This, in turn, defines whether a company is considered a great place to work or not.

How can the performance reviews and rewards be structured to ensure fairness and motivation among the workforce?

Performance reviews and rewards are essential processes in any organisation. If performance reviews are structured to include the following elements, they are more likely to have a positive impact: 

●     If employee has an opportunity to be heard,

●     If he/she receives constant feedback and it does not get a surprise towards end of the year,

●     If he/she does not feel constantly moving goal post,

●     If he/she feels that meritocracy is being practised,

●     If he/she feels organisation and leadership support is available to facilitate performance

One must understand that, while most performance reviews are designed as an absolute process, the outcomes and associated rewards are often relative, leading to feelings of dissatisfaction. Although eliminating this dissatisfaction is nearly impossible, transparency and objectivity in the rewards process can foster a sense of fairness. For instance, incentive payouts may not generate as much discontent as bonus payouts, mainly due to the inherent subjectivity embedded in performance ratings and rewards.

That being said, in many commercial organisations, rewards are structured in a way that allocates a larger share to a select few. Consequently, jealousy, considered a negative emotion, as opposed to the positive connotation associated with fairness, is often the primary motivator.

How important is employee engagement and what are ways one can enhance it?

Higher employee engagement often results in increased job satisfaction, improved organisational performance, better employee retention, and an overall positive atmosphere across the organisation. Therefore, it deserves to be a key focus area for leadership. While every organisation may have its unique recipe for achieving higher employee engagement, some common ingredients include:

●     Constant and consistent leadership communication around organisation vision, values and goals

●     Making employees feel valued by making them understand how their contribution is linked to organisation goals and provide clarity on efforts vis-a-vis rewards

●     Having multiple ‘listening posts’ to continuously understand employee feedback and closing a loop with them about actions taken

●     Constantly working with leaders and managers to build their capability which is aligned to organisation values, ethos and goals

●     Find ways to reinforce employee behaviour which is aligned to organisation values and goals thru robust employee feedback and recognition processes

Employee well-being is crucial. How can organisations emphasise and provide support for the well-being and work-life balance of its employees?

I strongly believe that employee well-being is a crucial component of engagement, forming an interconnected and reciprocal relationship. Recognising that engaged employees contribute to a positive work environment and organisational success, it is important to prioritise their well-being through various measures.

To gauge well-being, employers can conduct regular engagement surveys that assess factors such as workload, working hours and stress levels. This will help understand employee needs, identify areas for improvement and ensure a healthy work-life balance.

Additionally, discouraging a culture of long working hours and emphasising outcome-based evaluations over office hours can go a long way. Employers should refrain from celebrating or rewarding extended work hours, acknowledging the potential negative impacts of prolonged stress on well-being. Instead, focus on recognising achievements, irrespective of the time spent working.

How has the role of the HR head evolved, and what level of significance does it hold in today's corporate landscape?

Over time, the role of human resources has transitioned from a transactional function to a more strategic one, with HR heads playing a pivotal role in this transformation. The post-covid era has witnessed a significant evolution in the definition of 'work,' presenting HR heads with novel challenges in shaping organisational culture, aligning the workforce with values and vision, and managing employee productivity. The heightened focus on employee well-being, diversity, and inclusion has further elevated the HR head's responsibilities. Effectively navigating these evolving dynamics is considered essential for an organisation to distinguish itself from its peers.