by Sharon Machrone and Linda Jenkins
One quality all successful organizations have
in common is that they build appropriate and successful infrastructures.
There's the physical and operational infrastructure-buildings, processes,
systems-and there are the financial infrastructures like accounting
systems and investment strategies.
But what about “cultural“ infrastructure?
How many companies devote time and energy to consciously developing
a sound corporate culture? The fact is, almost all HR and communications
responsibilities are part of what we call “the Cultural Infrastructure,“
and are as critical to a company's success as its operating and
financial strategies.
Maximizing Human Capital
HR executives need to start thinking about how to create a Cultural
Infrastructure that defines, nurtures and harnesses the power of
the organization's human capital.
How would you or any of your organization's employees
answer these questions:
- Does the organization have a clear voice for both internal and
external audiences?
- Do employees understand where the organization is going and
how it is going to get there?
- Do employees understand what is expected of them with regard
to their jobs and their personal development?
- Are there mechanisms in place to ensure that employees receive
the training they need-and is knowledge shared?
- Is the organization attracting and retaining the kinds of employees
who will make the organization grow and prosper?
- When you communicate with employees, do your processes and programs
reflect who you are?
If there is any doubt about how these questions
would be answered, chances are you have a cultural infrastructure
that is shaky at best.
Putting It Together
We have identified three components of Cultural Infrastructure:
programs, practices, and voice.
- Programs include basic items such as benefit packages, employee
services, and incentives. They should be clearly communicated,
but they should also reflect the values and standards of the organization.
- Practices include guidelines that you want managers and employees
to follow. They need to mirror the organization. More traditional
organizations might prefer policies that are specific and detailed
while other companies might find that a few simple guidelines
better reflect the company's culture. Whatever practices are put
in place should clearly reflect the organization's values.
- Voice refers to how you talk to employees-about the business
direction and about organizational changes and how those changes
affect them. It includes clear, timely communication from the
top, especially on tough issues, and it provides user-friendly
vehicles that promote communication both up and down the organization.
Cultural Infrastructure is about “who you
are“ as a company and how you intend to present yourself to
employees and other stakeholders. It isn't a “nice to have“-it's
vital for growth and sustainability. It is a critical link in attracting
and retaining top talent. It eliminates doubt and confusion for
all staff members, letting them spend more time and energy on what's
really important to the business.
With it, a supporting culture can take its place
alongside sound finances and effective operations to motivate employees
and keep performance headed in the right direction.
Sharon Machrone, founder of Learning
& Leadership, a Boston-based consultancy, is a leadership expert
and executive coach. She can be reached at SMachrone
@aol.com. Linda Jenkins is founder of Riverside Communications
in Salem, MA, a consultancy that helps companies create effective
corporate and employee communications. She can be reached at LDJenkins@aol.com.
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