Creating Changes to Build a Better Culture

Want to build a stronger workforce in a company where employees hail from different countries, speaking manifold languages, and are tied up to their own cultures and customs? 

Perhaps, the one simplest solution is harnessing ‘workplace wellness’ that will work as ‘powerful engine for creating strong culture’ and bind the employees together with team-spirit, transparency and trustworthiness.

Having such culture, in presence of diverse cultures and races, would be a perfect culmination when enlightening values, dedicated workforce and strong culture are all together. Not alone business prospers, but your staff becomes loyal to you and the whole culture thrives ahead, with a singular vision to perform in unison.

In one company, due to restricted collection, employees’ salaries were delayed by either two months or three months. Once, the company received substantial collection amount, then the Chief Accountant, who was a cordial person with clear intentions, shared the good news. In a simpler, yet cheerful tone he said, “As a leader to my staff, and being the head of the department, I announce that we have received a big collection, and as such all the employees will get two months’ unpaid salary in the coming days”.

Perhaps, by disclosing the details of the collection, here the Chief Accountant made the employees feel important. Verily, when employees persevere in tough times, then that’s their show of loyalty. And, of course, there’s nothing wrong if the management expresses few words of thankfulness to them for their willful contributions and patience.

Okay, here’s an example. One contract manufacturing firm acquired a running production plant. In the beginning itself, the new management brewed up a plan for slashing manpower by certain percentage. And to implement that plan, the HR department screened all the employees’ profiles and weighed their job descriptions and performance appraisals. Employees, out of fear of losing employment, tried to resist changes, and some even made humble pleas. However, in the end, few were retained by the company, and the remaining employees were terminated.

No confrontation, no clutter. Here, organizational changes happened in a swiftest way because everything was pre-planned.

Bringing in organizational changes, at large, is not so simple. Organizations, from the initial stages, grow on the very concepts of control and consent. Over a period of time, due to shift in authority, changes take its own course or happen due to inconsistency in management models.

When you think of bringing in changes in an organization, you have to analyze how changes, in the past, happened. Nevertheless, in absence of factual information, fairness and fidelity, nothing can be perceived and any attempt to implement desired changes, which will be conflicting to workforce wellness, will face complications immediately or in the long run.

And then, it would be weird to have a unique, bolstering culture when you take no strategic approach, lack identifiable initiatives and implement not development plans for methodical changes. You may think of profitability by convincing workforce in traditional ways or based upon little changed benefits, but you cannot expect to have an extraordinary culture out of chaos and unfairness.

Okay, agreed that great innovation is the real catalyst for imperative changes. But, innovation and changes, from top to bottom, are always challenging and tough. And sometimes, the very idea of organizational changes fails.

Perhaps, to make things happen you need to turn unique ideas into feasible concepts, influence key decision makers, explain the possible perspectives for desired changes, devise reliable strategies, endorse a clear communication approach, take realistic initiatives, set up pathways and training for change management, be responsive to face resistance from employees, remove obstacles of change, focus on clear solutions, witness a positive trajectory and control the cycle of changes.

In business, you should know what works, what’s worthwhile, what’s unclear and what has failed and what needs focus. After all, creativity is most wanted when you want to translate ideas into strategies and apply innovative methods for work efficiency. And without innovative approaches, nothing changes in the working patterns and progress ranks at lower levels.

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