Corporate culture in transition: money is not everything

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The shortage of skilled workers and a new understanding of job and free time are turning professional life upside down: At the latest after the pandemic-related home office period, employees are increasingly asking themselves what is important to them at work. If companies want to be heard by applicants, they must, among other things, ensure a culture that strikes a better balance between company interests and employees’ private concerns.

Nine-to-five has had its day. For many employees, the job is seen as a part of life – no more and no less. The transformation that companies are currently going through is particularly clear when it comes to mobile working: For decades, working outside the company on executive floors was at best tolerated in order to be able to keep all options open in the competition for the best talent. However, the advancing digitalization with technological innovations in communication and mobility, but at the latest the Corona-related relocation to the home office, are leading even conservative company leaders to rethink. Drivers for a change of direction in corporate culture are primarily young employees, members of the Millennials and Generation Z, who often have a clear opinion of work. You work to live, not the other way around.

Rebalance work and private life

Open-plan offices, ball pools, mate tea and yoga classes: all well and good. If companies want to find and keep new talent, they have to make applicants understand that flexibility, agility and the individual interests of employees are not just lip service. New Work has imposed a new standard on organizations. For many personnel decision-makers, the so-called cultural fit will in future be fundamentally responsible for whether an organization thrives or not. These are experiences from 20 years with New Work; more and more surveys are coming to this conclusion.

At the end of 2021, the Glassdoor rating portal asked around 1,000 Germans and more than 4,000 other participants in Great Britain, France and the USA about the importance of a company’s culture and mission statement. More than three quarters of all respondents would therefore deal with the corporate culture in detail before applying. One possible reason for this: More than every second participant expressed the belief that culture has a greater influence on job satisfaction than one’s own salary.

Employers who want to improve their recruitment and retention have no choice but to drive the development of a strong corporate culture and value system. How can that look like? In our experience, it is important to strike the right balance between work and private life. An understanding that takes the needs of employees into account is also gaining ground in the consulting business. A break to do training as a ski instructor in addition to consulting, to work remotely from Italy for several months, to go surfing on Friday afternoons, to balance children and career: companies need a new idea of ​​how much freedom they give their employees, so that they can pursue their interests. Of course, goals have to be achieved and customer projects have to be completed. It is all the more important to enable a culture in which employees can plan their time independently in consultation with customers and teams.

This freedom not only relates to the relationship between work and private life, but also to the degree of freedom of choice that employees enjoy. Because that too has been sufficiently documented: Micromanagement kills motivation, self-determined and independent work promotes it. Guard rails instead of rules are the order of the day to give employees the freedom they need. It starts with choosing your own company car and ends with the way you manage a project. This shows how much New Work is really in a company.

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Columns

Frank Arnold

How do you motivate yourself to practice throughout your life?

20.07.2022
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“Practice makes perfect”: This saying applies to many areas of life. Brilliant music virtuosos, for example, have to practice their whole lives. Only in leadership is this wisdom not very widespread, but it also applies to management

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The secret recipe that makes a good employer? Basically quite simple: Everyone wants to be trusted, respected, taken seriously, not hindered and noticed – not as a number or resource, but as a person. Employers who have not only understood this, but also translate it into internal communication, management behavior, feedback discussions, decision-making processes, gratification processes, etc., will have it easier in every respect.

Of course, this is not a free pass for all employees. In order for New Work to work, they too must make a contribution. Employers are dependent on employees who are not only technically excellent, but who also want to fill the freedom that is available to them and who feel responsible for their task, their colleagues and, to a certain extent, for the company.

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