“Organisational culture is not just one aspect of the game; it is the game. In the end, an organisation is nothing more than the collective capacity of its people to create value.” – Louis V. Gerstner Jr.
Employee engagement is the transformative force that elevates a standard workplace into an organisation with a clear purpose. If we envision the workplace as a blank canvas, engaged employees are the ones who paint it into a masterpiece.
In recent years, conversations around organisational culture and employee engagement have significantly intensified. Several critical dimensions must be focused on to cultivate a purposeful organisation in this evolving landscape:
Teams
Teams are the main reason people show up to work each day. The focus should be on enhancing micro-cultures within teams, which reflect members’ values and ensure they collaborate effectively. Cultures are now being built from the ground up, and the amalgamation of these micro-cultures will define the organisation’s larger culture. A sweet spot of learning, camaraderie, and psychological safety, both offline and online, will propel a purpose-driven culture.
Meaningful work
Work lies at the heart of engagement and is pivotal for teams to have opportunities to do meaningful work. Managers need to act as navigators, not only creating meaningful work but also articulating the impact it has on clients, communities, and teams.
Communities
As Coretta Scott King rightly said, “The greatness of a community is most accurately measured by the compassionate actions of its members.” Communities drive purposeful work both within and beyond the workplace. They can take different forms:
Communities of interest: Focused on learning new-age technologies, where employees can share knowledge and strengthen skills.
Communities of passion: Spaces for pursuing interests and hobbies.
Communities of support: Networks providing emotional support to people in distress, such as alumni networks that maintain connections beyond work.
An alumni network can play a vital role in maintaining long-term connections among former employees, fostering a sense of belonging and shared experiences. By providing a platform that offers easy access to relevant information and support, organisations can ensure that their alumni remain engaged and connected, contributing to a larger professional community.
Personalisation through technology
With the advent of hybrid work, personalising each employee’s experience is crucial. Data-driven personalisation will be a key differentiator and a balance between high-tech and high-touch approaches will ensure consistent touchpoints throughout the employee lifecycle. Experiences must be personalised, inclusive, equitable, and enriching.
Employee voice
Employee voice is a significant differentiator, and organisations must nurture ground-level dialogues and discussions. Encouraging bottom-up communication allows for real-time feedback and inclusive decision-making. Employee voice, alongside autonomy and flexibility, will drive organisations forward.
Leadership
With a multi-generational and multicultural workforce, leaders must adapt to evolving employee expectations. The shift from the traditional ‘command and control’ approach to a more empathetic leadership style is key. Agile leaders inspire at an emotional level, empowering individuals, encouraging diversity, and fostering innovation.
Conclusion
It is the dual responsibility of both the organisation and its employees to build a purpose-driven culture. While organisations provide ecosystems for connection and engagement, employees must strengthen this ecosystem by fostering collaboration.