In this context, organizational culture emerges as a decisive factor for many professionals. It goes beyond a simple mission statement; it is the set of values, beliefs and behaviors that shape the daily experience of employees.
A strong, positive organizational culture can be the difference-maker that not only attracts new talent, but also keeps them engaged and motivated in the long term . By understanding the intrinsic relationship between culture and talent, organizations can create a more inclusive, collaborative, and innovative environment that stands out in an ever-evolving job market.
What is organizational culture?
Organizational culture is the set of values, beliefs, behaviors and norms that permeate a company. It tells us about how employees interact with each other and with the organization's mission. This culture shapes the company's identity and is reflected in daily decisions, internal communication and relationships with customers and partners.
In essence, organizational culture is the “personality” of the company, which can be both a valuable asset and a challenge to be overcome. Another approach considers organizational culture as a system of meanings that gives meaning to actions and interactions within the company.
Edgar Schein, one of the leading theorists of organizational culture, defines culture as a pattern of basic assumptions that a group develops when dealing with problems of external adaptation and internal integration. For Schein, culture organizes and gives meaning to employees' experiences, creating a system of meanings that guides behaviors and interactions.
Organizational culture is made up of several elements that, together, define the work environment:
Mission : The company's fundamental purpose, which explains why it exists and the impact it wants to have on the world.
Vision : The organization's future projection, which describes where it wants to go and what its long-term aspirations are.
Values : Principles that guide the behavior and decisions of employees, reflecting what the company considers important.
Rituals : Practices and celebrations that promote team cohesion and reinforce cultural values, such as events, team meetings, or recognitions.
Stories : Narratives that exemplify the company's culture, conveying singapore number list lessons and inspiring new employees to identify with the organization.
Policies : Formal guidelines that direct operations and employee behavior, reflecting the company's values and mission.
Organizational culture can significantly impact the work environment, attracting talent that identifies with these values and principles, and promoting a sense of belonging and engagement among employees.
Impact of culture on talent attraction
It is important to emphasize here that organizational culture shapes the perception of the employer brand and influences how the company is viewed by both potential employees and the market.
A strong and positive organizational culture translates into a strong employer brand. Companies that foster a healthy work environment where employees feel valued and engaged are seen as more attractive. For example, organizations that prioritize diversity and inclusion not only enrich their teams with different perspectives, but also stand out in the job market.
This perception can be a decisive differentiator when choosing a job for potential candidates, who are looking for environments that respect their identities and promote equality.
Google is a notable example, with its approach focused on innovation and employee well-being. The company not only offers a flexible and collaborative environment, but also promotes diversity and inclusion initiatives, attracting a broad spectrum of talent.
A Glassdoor study found that 77% of candidates consider organizational culture a priority when deciding where to work .
Therefore, clearly communicating cultural values during the recruitment process is essential to attract candidates who truly identify with the company’s culture. This transparency helps build a relationship of trust from the beginning, creating a stronger connection between the company and new employees.
Corporate benefits and their relationship with culture
Corporate benefits are a direct extension of organizational culture and reflect a company’s values and priorities. According to the Society for Human Resource Management (SHRM), 92% of workers say health and wellness benefits are important to their job satisfaction.
For example, initiatives like Onhappy, which promote mental health and well-being, demonstrate a commitment to work-life balance.
These programs not only support employees during stressful times, but also signal that the company values the health and well-being of its staff. This alignment attracts talent seeking a work environment that respects their personal and professional needs, promoting a more harmonious organizational climate.
When employees feel supported in their personal and professional needs, their overall job satisfaction increases significantly. Additionally, a Gallup study found that companies that invest in employee well-being and benefits have retention rates up to 25% higher.
Building and maintaining a strong culture
To develop a strong organizational culture, it is essential to implement practices that involve all employees. Some effective strategies include:
1 – Training : Organizing regular workshops that address company values, promote interpersonal skills or bring up topics that speak to company values is an effective way to cultivate an environment of continuous learning. By creating a collaborative environment, the company encourages the exchange of ideas and the co-creation of solutions.
2 – Feedback : Establishing a culture of open feedback is important for organizational health. Implementing tools that facilitate feedback, such as anonymous surveys or digital platforms, can be a good way.
3 – Recognition of aligned behaviors : Recognition programs that celebrate behaviors that reflect the company’s values are essential. This practice creates a positive cycle in which desired behaviors are reinforced and replicated, solidifying the organizational culture.
In this internal construction and reaffirmation, leadership faces a huge challenge. Leaders must be role models, demonstrating the company's values in their daily actions. This means:
1 – Active communication : Leaders must communicate the company’s values and vision clearly and consistently. Transparency in communication ensures that all employees understand the company’s goals and feel connected to these principles.
2 – Example : By living the company’s values, leaders inspire others to do the same. Authenticity and integrity of leaders are fundamental to building credibility and trust in the organizational culture.
3 – Development : Leaders should support development and well-being initiatives, investing in the personal and professional growth of employees. Promoting training and development opportunities not only improves employees’ skills, but also shows that the company is willing to invest in their future.
If everything is OK with employees and leaders regarding the consolidation of the culture, the integration of new employees is a vital opportunity to incorporate the organizational culture from the beginning. To ensure that new employees feel part of the team, it is important to:
1 – Structured Onboarding : Developing an onboarding process that includes a presentation of the company’s culture, values, and practices is essential. This process should be well structured, with a schedule that includes presentations, group dynamics, and even question and answer sessions. This helps create a solid foundation for new employees to understand the company’s mission and feel part of the team from day one.
Social Integration: Hosting social events and team activities that encourage interaction between new and more experienced employees is crucial. These social opportunities help build bonds and a sense of community early on. Additionally, creating affinity groups or mentorships can make it easier for new employees to adapt and integrate, allowing them to feel supported as they transition.
Ongoing Assessment: After the onboarding period, conducting regular assessments to understand how new employees are adapting to the culture is a valuable practice. These assessments can include informal conversations or structured interviews, providing an opportunity for adjustments and improvements to the onboarding process. This demonstrates that the company is committed to ensuring that all employees feel welcome and valued.