Networking and a culture manager pay off quickly
Everywhere in the company there are now initiatives in which the employees network across departments and across hierarchical boundaries. As a result, the work can be done in a more agile, efficient, productive and pleasant manner, and motivation and commitment grow. Because if you want big things from your people, you don't need them listlessly and in the red, but in top shape.
Uncomplicated cross-connections also serve the interests of the customers. In this way, progressive companies organize themselves interdisciplinarily around customer projects: the developer, the designer, the production, the marketing, the sales, the logistics, the customer service and whoever else is important act as a team autonomously on common tasks, so that the whole thing looks like a cast works.
Increase happiness and motivation
For this purpose, matching competencies are brought together in a completely detached manner from departmental boundaries. In addition, it requires a feel-good culture across all areas of the company, which makes you want to perform well and keeps the full creative power of the employees permanently. And that's worth it. Because, according to a study by the University of Warwick happy employees are 12 percent more productive.
It is also known from happiness research that people with feelings of happiness can outdo themselves and increase their performance by up to 100 percent. Conversely, the performance of people under continuous pressure drops below 50 percent. Well-being thus does not arise from a socially romantic cuddle course, but pays directly for the business results.
Why a culture manager is increasingly necessary
The classic range of tasks of human resources includes the selection and development of personnel. The selection refers to times and judges, the development refers to periods and promotes. A second set of tasks includes a wealth of administrative and employment activities, which corresponds to a completely different type of work.
Incidentally, both areas of responsibility in traditional companies are almost always combined in the HR department. This is heavily bureaucratized and driven by processes rather than being people-centered. In the future, it has to be the other way around: People Employees and the corporate culture are moving forward. The Administrative done colleague computer - supported by human hands.
With the Culture Manager - sometimes also called Head of Culture or Chief Culture Officer (CCO) - companies are taking this new path. They separate the cross-departmental design from the function-bound administrative. The Culture Manager is therefore not involved in tasks related to payroll accounting, employment contracts and so on, neither in small nor in large companies. However, he should definitely be involved in recruiting and employee selection.
Goals and tasks of a Culture Manager
The main goals of the Culture Manager are:
- Shaping the corporate culture,
- Increase employer attractiveness,
- Shaping the working conditions,
- Strengthening employee ties.
He focuses on the following topics:
- Build value base: The basic principles are collected in the team, written light (culture book) and visualized (board).
- Strengthening the sense of empathy: Securing identification with the values in everyday working life, developing interaction with one another and developing a common language.
- Ensure smooth work: this includes the technical equipment, the tools and the design of the work spaces.
- Employee Experience (EX): This includes a whole bunch of opportunities that increase the well-being of employees.
- Continuing education and event planning: Team building activities, professional and personal development activities, celebrating successes, joint excursions.
- agile employee surveys: create mood and needs surveys, if necessary, also Kummerkasten.
- Cultural participation: observing and addressing inconsistencies in team behavior and executives, and deriving measures.
To do this, every organization should first think about its culture and employee-related principles. This has to be done collectively. Here one can fall back on the method of storytelling. who Sense wants to donate, needs narrative.
The organizational involvement of the Culture Manager
The Culture Manager acts cross-functional. Accordingly, he only cares about optimizing the cross-functional working conditions of an organization so that the individual teams can concentrate on their content and achieve top results. Depending on the scope of work, he has a full-time or part-time job.
The larger the organization, the more important its role. He has an in-house consultant role for top management and executives. Ideally, he reports directly to the CEO, i.e. is completely separated from the HR department. If necessary, this creates its own functional circuit. Some companies then call them People & Culture.
As a rule, the Head of Culture grows step by step into its role and the associated area of responsibility. The focus is on building trust. For the employees, it is both a bridge and a lighthouse. As a lighthouse, it offers orientation. As a bridge and neutral third party, he is the point of contact for well-being issues - and also for problems. If necessary, he can ensure anonymity.
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German edition: ISBN 9783965961067
English version: ISBN 9783965961074 (Translation notice)
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