A new human resources job profile: Culture Manager as a bridge builder in the company


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Who harmonizes in the Company actually the overarching cooperation? Interdisciplinary action is a must today. But classic silo structures often prevent this. The solution: a culture manager as a cross-functional networker, climber and cultural optimizer.

A new human resources job profile: Culture Manager as a bridge builder in the company A new human resources job profile: Culture Manager as a bridge builder in the company

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Here writes for you: Anne M. Schüller is a management thinker, keynote speaker, business coach and multiple award-winning bestselling author. She has repeatedly been named Top Voice by Business Network LinkedIn. Profile

Networking and a culture manager pay off quickly

Overview

Everywhere in the Company Initiatives are now being created in which employees network with one another across departments and across hierarchical boundaries. This can make work more agile, efficient, productive and enjoyable, and motivation and engagement grow. For those who want great things from their people do not need them listless and in the red, but at their best.

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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

Overview

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

Overview

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.

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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 called the Head of Culture or Chief Culture Officer (CCO) - companies are taking this new path. They separate the cross-functional design from the functional administrative. With tasks around payroll accounting, employment contracts and so on, the culture manager is not involved in small or large companies. In the recruiting and the employee selection, however, he should necessarily be involved.

Goals and tasks of a Culture Manager

Overview

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:

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  • 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.

Each organization should first think about their culture and employee-related principles. This must be done collectively. Here you can fall back on the method of storytelling. If you want to make sense, you need narrative material.

The organizational involvement of the Culture Manager

Overview

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 bigger the organization, the more important its role. He has an in-house advisory role for top management and executives. Ideally, he reports directly to the CEO, so he is completely separated from the Human Resources department. If necessary, this creates a separate functional circuit. Some companies then call it People & Culture.

As a rule, the Head of Culture gradually grows into his 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, it is a starting point for feel-good topics - and also for problems. If necessary, he can ensure anonymity.

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