These are uncertain times. With no end in sight to the COVID-19 pandemic, organizations are now grappling with new challenges in sharing and preserving their corporate cultures that encompass vision, values, systems, learning, beliefs, and much more.
The nature of the work place is evolving. This has triggered change in the way corporate culture is managed. WFH is no longer a temporary phenomenon. In advanced economies, 25 to 30% of the workforce is expected to work permanently from home. The rest will work from office two or three days a week.
The age of hybrid work is making work arrangements flexible, inadvertently decreasing opportunities for employees to “live and breathe” the culture.
Having said that, placing employees in a homogeneous cultural experience has become more challenging.
At the heart of the problem lie the inflexible processes designed to nurture organizational culture in an office-centric work environment. As the newer, younger generation joins the workforce, the lack of attention to culture will have an acute emotional impact, thereby impairing their ability to deliver with consistency and commitment.
It is natural for most employees to find change deeply troubling, resulting in poor performance. The only way to counter this is by redefining the way corporate culture is nurtured and managed. Since HR has been front-ending the ongoing disruption from the start of the pandemic, I believe its role will become more pronounced in building a corporate culture that is super agile, stronger, and high-performing. I would like to offer some recommendations to all my peers who are strategizing to navigate organizations through the troubled waters of change.
Researchers have firmly established the relationship between corporate culture and business performance. Organizations like Starbucks, Ritz-Carlton and American Express have shown that corporate culture paves the way for employee productivity, competitive advantage, technological adoption, and financial performance. These organizations have turned corporate culture into a strategic asset. So can we. Try out these 5 tips to transform your company culture into a strategic benefit and achieve the new “work” order.
Since HR and technology are now at crossways, I see technology playing a pivotal role in building a high-performing corporate culture to ensure post-pandemic success. In the same spirit, my colleague, Jasjit and I have listed top recommendations for a tech-driven road map to ensure a high-performance corporate culture by ensuring positive employee experience’ in our playbook. Understand how organizations can utilize new-age tech to build positive employee experiences and create a resonating corporate culture remotely.
General Manager & Global Head - Go -to-Market & Delivery for Wipro HR Services & Insurance
At Wipro, Nikhil is responsible for driving go -to-market (GTM) Strategy for HR Services (Acquired Alight Solutions captive in India) and the insurance business. His expertise lies in transitions and program management (transformation deals, multi geography, vendor to vendor, re-badging, setting up new sites), deal solutioning & pursuit management, due diligence, mergers & acquisitions (M&A), insurance BPO solutions & delivery, and demand generation for IT services business among others.
Nikhil holds a bachelor’s degree in Electronics (E&TC) from Pune University. Prior to Wipro, he worked with NTT DATA Services, Dell International Services, and Deloitte.
A doting father of two, he likes to read books and listen to podcasts in his free time.