Sustainable culture is one that resonates with all the stakeholders of an organisation - be it customers, employees, suppliers, etc. It is such a culture where customers return repeatedly, where people feel the urge to contribute their best to the organisation on a continual basis, and where suppliers want to do business again and again.
Building a sustainable culture at the workplace in fact helps to build an actual work environment to engage people. However, this necessitates the need for three distinct aspects.
To align employee values with those of the organisation to create a strong sense of ownership in them.
To evaluate employees basis the values demonstrated rather than past performance as per the requirements of the organisation.
To build a culture that ensures transparency, mutual respect, without ignoring the voice of the employee.
In order for an organisation to have a sustainable business model in the long run, it is necessary to build a sustainable culture within. Sustainable culture is one that resonates with all the stakeholders of an organisation - be it customers, employees, suppliers, etc. It is such a culture where customers return repeatedly, where people feel the urge to contribute their best to the organisation on a continual basis, and where suppliers want to do business again and again. And, none of them for monetary benefits alone, but because each of them feels that the organisational values resonate with their own values, and thereby derive an inherent satisfaction. This is in sharp contrast to a mercenary culture where people are motivated only by monetary rewards and contribute as a quid pro quo to these rewards assured to them by the employer. While the latter can deliver results, and even exceed expectations in the short run, sooner than later, the steam runs out. A sustainable culture, on the contrary, builds a work environment which is inherently satisfying, and therefore, does not have to rely on the extrinsic lever of monetary rewards to engage people.
Bringing forth innovative practices
This story is from the March 2018 edition of Human Capital.
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This story is from the March 2018 edition of Human Capital.
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