By aligning values with organizational goals and modeling ideal behaviors, HR leaders can create an intentional culture that drives results.
By Purvi Tailor
Many leaders believe that to run a successful business they need to choose between driving high performance and investing in employee well-being. This creates a dichotomy that can pit productivity against personal wellness. The reality is that a culture of well-being is the foundation upon which a sustainable business is built. Because when people can bring their best selves to work, they perform their best.
The concept of employee well-being is comprised of several elements of wellness—physical, mental, financial, social, and community. And in the workplace, all the elements can be supported by the company culture. They are intrinsically linked.
So, how do HR leaders develop a culture that takes care of employees’ holistic wellness and encourages engagement and performance?
Ferring is on a culture change journey to accelerate and enable the growth of the company. Here’s how the organization is creating an intentional culture that both empowers and supports employees while driving high performance.
- Define and align cultural values with organizational priorities.
First, understand and take stock of existing values and behaviors. What’s already good? What should be strengthened? And what is missing? Then set intentional cultural values that align with business goals. A workplace culture that is rooted in the company’s mission, and designed to meet modern business needs, is critical to bring employees along. According to Gallup, a staggering eight out of 10 employees do not feel a strong connection to their organization’s culture. This is a potential threat to engagement, retention, and ultimately, the bottom line. But when employees understand what their organization stands for and what makes it unique, they are more than 11 times more likely to feel connected.
Ferring’s philosophy is simple: “People come first.” This commitment guides the company’s own culture change as the business evolves, grows, and reaches more patients. The organization is prioritizing the qualities that make it great today, with increased emphasis on accountability, collaboration, and entrepreneurship to prepare for the future.
- Support employees through clear processes and benefits that matter.
It is not enough to simply say an organization is going to have a culture of collaboration or entrepreneurship. It’s important to set expectations, model ways of working, and implement processes and policies that reinforce the behaviors HR leaders want to see.
For example, integrate desired values with individual and team goal setting. Directly link cultural priorities to expected behaviors and outcomes so that every employee understands their unique contribution. Build a consistent feedback model that encourages two-way communication and reinforces the culture values.
When it comes to benefits, HR leaders reading this may think competitive benefits are table stakes for talent recruitment and retention, and that wellness benefits from parental leave to mental health support are expected. Yet, many companies are scaling back on well-being support, viewing them as discretionary costs. This can be a short-sighted strategy that will inevitably undermine long-term performance.
Benefits are an extension of an organization’s values and culture. For instance, part of Ferring’s mission is to build families. This is done through the company’s products but also through comprehensive family building benefits that recognize all pathways to parenthood.
By creating a culture where people feel valued and supported through benefits and behavior, people are empowered to do their best work.
- Role model behavior and create momentum through culture champions.
Culture is everyone’s responsibility. But leaders and managers need to be visible role models.
This means giving leaders the tools to make culture change relevant to their distinct functions, whether that’s manufacturing, sales, or HR. Tangible materials like discussion guides, training videos, and other educational resources are important. Senior leaders must also consistently model the desired behaviors, setting the standard for everyone. When employees see that their leaders are genuinely committed to the company’s cultural values, they are nearly 10 times as likely to rate their workplace culture as “excellent,” according to Gallup.
And in any change journey, the energy of a few early adopters is critical to building momentum and driving change. These people should already embody the desired cultural values, have a natural enthusiasm for work, and ideally are from all functions and levels. This helps create a groundswell of support and reinforces the change leaders want to see across the organization.
- Understand that culture is never stagnant.
Of course, culture work is fluid. It takes active listening, learning, and continued evolution to keep up with the needs of the business and its people. But when HR leaders commit to building workplaces where both wellness and performance can flourish, both people and businesses can thrive.
Purvi Tailor is vice president, human resources, at Ferring Pharmaceuticals U.S.
