The values and behaviours that contribute to the unique social and psychological environment of an organisation and which influence the conduct and behaviour of people and organisations (see here for more details).
Knowledge: these are measures of employee knowledge of the values of the organisation as well as measures of whether individuals can recognise the organisation culture and understand when behaviours are inconsistent or misaligned (see here for more information).
Perceptions: this measures employee opinion of the culture of the organisation, its leadership, and their peers. Such measures focus on identifying desired values and priorities and those which exists in reality.
Behaviour: these measures report on incidents of good and bad behaviour which are related to the stated values of the organisation, as well as the values of individuals within the organisation.
For example, e.g. number of incidences highlighting prioritising individual merit over employee wellbeing
Number of employees fired for acting outside of stated behaviours and organisation culture.
Alignment of business and team strategies against defined objectives: this is a measure of how aligned individual, team and function objectives are to overall business objectives (see here for more information).
For example, a measurement of increases in management behaviours aligned to business objectives and defined business culture.
Developing the right culture can help organisations improve engagement, increase innovation and mitigate their risks. Workforce data can help leaders better understand how to develop and drive their organisational culture and how it can improve long-term business performance.
For practical guidance on understanding and developing culture in your organisation, download the CMI checklist below:
For more information on changing organisational culture read a series of case studies, including Arts Council England, Visa Europe and BNP Paribas, on how they have sought developed cultures that align to their business objectives.
Johnson and Scholes’ Cultural Web outlines the six elements that contribute to organisational value. This cultural web helps management to focus on the key factors of culture and their impact on strategic issues helping to improve performance and competitive advantage. For a brief summary of this model download the CMI introduction:
Johnson and Scholes’Cultural Web
Leading management thinker Charles Handy identifies four main types of culture that organisations typically embrace. For an introduction to these different types of culture download the CMI summary below:
Handy’s four types of organisational culture