What makes a real corporate culture? It encompasses the values, ethos and morality of an organisation. These values are defined by executives, but it is up to HR to implement, mediate, and, if necessary, change these elements within organisations.
In addition to the implementation of new corporate strategies, the right approach to solving digital change is with the employees. It is the workforce that has to deal with the new developments in a practical and active manner and incorporate the strategies on a daily basis. For this reason, it is vital to establish the best possible corporate culture.
Here’s some clues to agree your strategy and corporate culture:
Flexibility for HR
If a company wants to change through its employees, this also means HR needs to re-establish itself. HR must position itself differently and, as a result, act as a strategic partner, instead of presenting itself as an aid to the management.
The fact that companies are often afraid of risks lies in the nature of the matter. Nevertheless, there are always phases in economic development, where risks are important. Digital change is one of these risks. It is also the only way to promote innovation and creativity. Leadership means not only to command, but also to inspire. Creating new digital strategies may be a risk but no culture can develop without even exploring its limits. Each manager must ask his or herself whether they are ready, to take the risk.
Speed up the transfer of knowledge
Interlink your organisation in terms of learning. According to Cornerstone’s A License to Skill: Embracing the Reskilling Revolution report, there remains a confidence gap between organisations and their people when it comes to skills development suggesting investments in learning may not currently produce the desired outcome for your people. This breakdown in communication cannot be solved by further investments though, you first need to establish a learning environment. The scientists McCall, Lombardo and Morrison showed in 1988 that employees learn 10 percent through formal further education, 20 percent from colleagues and 70 percent by challenges. Successful managers should encourage their employees to learn autodidactically with their colleagues at the workplace. Investment in internal social networks – based on the rules of the collaboration functions – should not be stopped but encouraged. The goal must be unified learning processes in which the collaboration and sharing of knowledge among colleagues are the focus. This will accelerate the exchange of knowledge enormously and improve the efficiency of employees.
Over the past few years, a highly-fragmented system has developed, which makes it difficult for companies to coordinate their network environment. The consequences are often unclear procedures and high costs, which lead to conflicts within the team and harm company culture. Large organisations often use different systems in each of their offices which are repeatedly incompatible. All processes and standards of a company should be standardised to consolidate internal processes. This will prevent disturbances and create transparency across the company.
Transparency allows teams across the company to understand all of the processes and to see themselves as part of a larger unit. Practices that actively promote this and are available to managers are, for example, performance reviews and employee interviews that take place not only quarterly or annually but continuously.
Corporate strategy and corporate culture do not have to take separate paths, but represent two sides of a medal. The factors that make up the culture are like the oil in a machine consisting of innovation and success.
This blog originally published in July 2017 and updated in November 2020.
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Alexander Mann Solutions wins Cornerstone OnDemands sponsored categories at the TIARA 2020 Talent Solutions Awards
Here at Cornerstone, we absolutely love to hear inspiring stories and share them far and wide, especially when they are about talent management! We were recently headline sponsors of the TIARA 2020 Talent Solutions Awards. These annual awards, hosted by TALiNT International, celebrate excellence across the RPO, MSP and Talent Solutions marketplace, and recognise the wonderful ways companies are demonstrating exemplary growth, innovation and leadership. For 2020, it was the usual great awards with a bit of a difference. As we know, everything has now moved online – even this year’s Convergence! But this didn’t seem to impact the TIARA Talent Solution Awards at all. Despite not being able to celebrate face-to-face, the event was filled with laughter, engagement, and most of all, lots of fun! This year, we also supported the Best Use of Technology Award as well as the Overall Winner. The winner – triumphing in both categories – could not be more deserving, and so we duly wanted to pass on our huge congratulations to Alexander Mann Solutions! Alexander Mann was awarded the Cornerstone OnDemand Best Use of Technology Award for their brilliant ‘Find Your Fit’ technology solution. The platform offers users personal preferences and assisted future growth through interactive videos, personalised one-to-one calls, and a dedicated platform to match skills with current roles within the organisation. The solution had 1,200 employees enrolling within just six months of implementation and is continuing to improve every day. Find Your Fit helps employees to understand how their organisation functions better, including the areas that are growing the most rapidly. In turn, this helps employees to develop the skills they need in order to take advantage of these developments to enhance not only their personal career progression, but overall business performance. After all, businesses don’t innovate, people do! The judges commended this entry for “the clear way in which an innovative technology solution clearly delivered in results”. The judges also applauded Alexander Mann for demonstrating customer care by really listening to client’s individual challenges and using inventive technology solutions to help design a custom built solution that helps to support the overall internal career options and pathways available to each organisation. The award was accepted virtually by Stephen Gordon, Recruitment Tech Lead at Talent Collective/AMS. In addition to being awarded Best Use of Technology, Alexander Mann was also recognised as this year’s overall winner of the Talent Solutions Awards. Chair of Judges, Jim Richardson highlighted that “the overall winner is based on the organisation that consistently demonstrates excellence and innovation across all of its activities”. Both Peoplescout and Guidant Global were highly commended by the judges for their brilliant work, but ultimately, Alexander Mann took home the award for demonstrating consistently high standards across all areas. Jim Richardson added that although Alexander Mann has the resources to support many initiatives, it has still managed to deliver consistently on large scale and complex global projects. This is a phenomenally impressive achievement that all of us at Cornerstone also wish to say a huge congratulations for! The other winners and nominees from this year’s TIARA Talent Solutions Awards have highlighted more excellent work and brilliant stories across the recruiting sector and HR community. For the full list of winners, check out the TALiNT International’s September/October 2020 edition here.
Blog: Why HR need to lead the agile change journey
It's been going on for a while now - the shift towards more agile and flexible companies that quickly can adapt to the fast-changing times of today. Organisations that are unable to make this move are gradually losing competitiveness and finding it more difficult to prove themselves against smaller and faster players. Those who recognise the need and are able to create new conditions for the business, in the form of new structures, will survive and flourish in tomorrow's economic reality. Agile HR can be viewed from two different angles; How HR should work together within the HR team and what / how HR should deliver value to the business for which they exist. All HR processes that are part of Talent and People Management will be different when you start working agile, and each of the processes have their specific tools and working methods. Here we will look at HR from a more general perspective, to get an overall understanding of how the HR role, and the corresponding deliverables, change in a company that wants to increase its business agility. The goal is to focus on creating better workplaces through the development of teams and individuals, throughout the whole organisation. Small and medium-sized companies are easier to change, as they have less hierarchical structures, and often a more decentralised business, where everyone has an ability to make the decisions that need to be made, locally rather than centrally. The larger and more complex a company is, the more systems, processes, and structures there are that cannot be easily and quickly changed. Although it is possible to change a department in the organisation, some issues might remain that forces the department back into the central structures. This happens because it is not possible to isolate a specific part of the business. You can compare it to an attempt to change a rubber ball. It changes when it is being squeezed, but when you let go, it quickly returns to its old shape. However, there is one functional department in most large organisations that can influence all the other parts at once – HR. In many large companies, HR controls; ● Leadership programs and development ● Change management ● Organisational development ● Employee engagement ● Employee training and skills development ● Rewards and bonuses ● Recruitment ● Goal setting and performance reviews ● Long term mix of employees All these processes or areas flow through the entire organisation. These are the structures that can support, or prevent, a more radical change towards a more agile company. It all depends on HOW we work with processes and programs. They can be developed in a way that, paradoxically, prevents performance and commitment. Or they can optimise performance and employee satisfaction. HR struggles with criticisms, it is accused of being some kind of "organisational police", which hinders performance and commitment by implementing Talent management processes in a way that was intended to increase the same. This needs to change. HR has been in the back seat for too long and now it is time to take responsibility for a change in how to support the organisation. Because it is about people, and relationships between people, this is the key to how the company performs as a whole. It is the system that fundamentally needs to change, not the people. We do not need to do more things or implement complicated frameworks and methods. Instead, we need to understand how we can make it easier for people to make their best contribution to the company, by providing supportive structures, instead of hindering structures. It is through more experiments and by trying different working methods, that one can find the best path for each organisation, and each team/individual. Here, the agile principles and the agile mindset serve as a guide. Agile tools and frameworks work sometimes, but not always. The only way to continually improve is through constant learning, which also means that we sometimes fail. Companies that learn faster than others, and turn that knowledge into new ways of working for employees, but also new products and services for external customers, gain a competitive advantage and will be the winner of the future. HR has the power and the ability to design the structures that aim to either support or make it harder for employees to contribute in creative and innovative ways. If HR sticks to the old, traditional ways of working, the consequence will be rigid and non-agile organisations that use inefficient systems and processes. HR can either hinder or support the change, so HR must show the way. By providing opportunities for alternative and more agile working methods, and by focusing on value creation and value flows for the internal and by extension also external customers, HR can lead companies through changes that no other department is capable of. The next blog chapter will dive into HR's changing role.
Cornerstar Moments - Nestle
Hear from Nestle’s JoAnne Rossouw, Head of Digital Learning, and Andriy Verminskyy, Global Product Manager, on how Cornerstone has helped Nestle to engage and train over 333,000 employees across the globe. By rolling out their new global learning management system, Nestle can now focus on retaining and investing in their people.