Article

Why Cultural Engagement Is Vital to All Organizations

April 3, 2023
team members high fiving and smiling
Consultants who specialize in company culture say that employee engagement at work is important because it helps people develop a sense of belonging within their organization.  

Building the right workplace culture plays a critical role in fostering ongoing employee satisfaction and engagement. And one effective way to do this is for organizations to find out what employees describe as their best days at work and learn what motivates them, then strive to provide that type of environment.

CULTURAL ENGAGEMENT IN THE WORKPLACE

Statistics show that some employees are “quietly quitting,” which means people are doing the bare minimum to keep their jobs without contributing anything extra. At least half of the U.S. workforce is quietly quitting, according to Gallup.

“The trend toward quiet quitting—the idea spreading virally on social media that millions of people are not going above and beyond at work and just meeting their job description—could get worse,” Gallup notes. “This is a problem because most jobs today require some level of extra effort to collaborate with coworkers and meet customer needs.”
 
A study by Workhuman and Gallup found that only one in four employees strongly agree that they feel connected to their culture, while just one in three strongly agree that they belong at their organization. Making a cultural connection is essential to keeping employees engaged and motivated. In fact, employees who say their culture is positive are 3.8 times more likely to be engaged, while 66% of employees say culture positively impacts their daily work and behavior, according to Quantum Workplace.
 
A healthy workplace culture attracts and retains employees. Workhuman found that the higher employees rate their organization’s culture, the less chance they will leave the company. “When organizations put company policies in place that elevate an employee’s experience, such as employee recognition and flexible hours, it allows employees to feel secure and supported in their role,” according to a Workhuman blog.

THE IMPACT OF REMOTE AND HYBRID WORK

The COVID-19 pandemic caused a significant shift in work environments, with a large number of employees suddenly working from home or in hybrid settings. One downside of remote and hybrid work is that it can negatively affect organizations’ culture, yet many employees do not want to return full-time to the office.

Meanwhile, 66% of human resources leaders feel that hybrid work challenges employees’ connection to organizational culture, according to a survey by Gartner. Other Gartner statistics that tell a story about the current corporate culture include:

  • 24% of hybrid and remote knowledge workers feel connected to their organization’s culture.
  •  61% of human resources leaders say that to achieve organizational goals, culture is more important in a hybrid work model than in an on-site work model.
  • 76% of employees say culture is very or extremely important for them to be effective at their job.
Managers can play a key role in helping remote and hybrid employees stay engaged. For many hybrid knowledge workers—60% according to a Gartner report—their direct manager is one of the top two influences on their connection to corporate culture.

“Soliciting input from employees and managers, and even outside consultants, can build the type of culture that engages, motivates and retains employees at every level of the organization. ”

HOW TO IMPROVE EMPLOYEE ENGAGEMENT

Organizations can take steps to improve their culture and drive engagement. The improvements start at the leadership level. “Empathic leaders demonstrate their concern for others through people-centric policies, procedures and organizational structure,” according to Psychology Today.
 
Proven ways to create a culture of engagement include:

  • Offering work that challenges and holds employees’ interest. This includes assigning tasks that utilize employees’ skill sets and enable them to build new ones. Companies can routinely ask employees what work is most satisfying to them, and then give them responsibilities that align with their strengths and interests.
  • Demonstrating that the organization values employees. Business leaders can show that they value staff by offering opportunities to grow and advance in the company, awarding employees for extra work, providing adequate pay and encouraging a work-life balance.
  • Building and supporting a culture that aligns with employees’ values. People want to work for companies that share their beliefs and values, allowing them to work toward a purpose they believe in and support. Organizations can promote their values by sharing them with employees and posting them in a highly visible place.  
  • Leading with integrity and creating trust. Organizations must establish a strong level of trust between senior leaders, managers and employees. Establishing open communication and feedback helps establish trust and allows employees to feel connected to the organization.
  • Providing ongoing guidance and support. Offering feedback on a consistent basis helps employees be more successful at their jobs by letting them know what’s expected of them and where the company is heading.

While there’s no single solution for creating and sustaining a strong workplace culture, organizations ranging from non-acute healthcare facilities to hospitality companies can take steps to enable a strong culture. Soliciting input from employees and managers, and even outside consultants, can build the type of culture that engages, motivates and retains employees at every level of the organization. 

Organizations can also talk to their group purchasing organization for solutions. For example, Provista has contracts that can connect members to products and services that aid in employee culture and enrichment. 

 

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