Mistake #6 (Part 2): Not creating the right culture to support the business

In my last blog post, I spoke about the importance of a CEO paying attention to culture creation and the role that the HR Leader plays in helping this to happen. All of these actions I described previously, however, can only validly take place in an environment where the culture has actually been discussed and agreed upon.

There is a lot of power in simply having the conversation to discuss culture. The conversation alone demonstrates its importance and sends the signal to the company that this is a matter that you take seriously. Employees will also be more likely to adhere to the standards of conduct and behavior that the culture requires of them. Not having the conversation and simply letting the culture develop haphazardly sends the opposite signal.

There is no one right culture for every company.  When thinking about what culture is appropriate for your company, there are many factors to consider.  These factors include such things as industry, product cycle, expected growth, and geographic location, to name just a few.

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Mistake #6 (Part 1): Thinking a good culture is something that just “happens”

The hiring of an employee is a huge investment for a company. And an obligation. Some CEOs think that by providing someone with a paycheck, they have dispensed their obligation. This couldn’t be further from the truth. In fact, a paycheck is just the jumping off point if you truly want to create a successful company.

An organization spends a lot of money to hire superstar employees and it should make the most of it. A CEO’s goal should be to motivate and excite employees about both their role and the company at large. She needs to truly engage them in a meaningful way such that the company is  making the most of their skills, talents, and abilities. And an organization needs to lock their employees into the company so that the investment in them pays off.

To do this, you need the right company culture. You can hire all the superstars that you want but if you put them in the wrong environment, they’ll quickly become liabilities. Successful HCM means not only getting the right talent with the right skills but it also means getting it in the right place at the right time. By “right place”, I mean both the right culture and environment, as well as the right organizational design.

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