A high performance culture includes three aspects of collaboration, trust and learning. These three cultural aspects play a critical role in improving innovation and enhancing financial performance. Organisational culture is a major internal resource for business success
To build a collaboration culture, executives can develop a collaborative work climate in which:
- Employees are satisfied by the degree of collaboration between departments
- Employees are supportive.
- Employees are helpful.
- There is a willingness to accept responsibility for failure.
To create a trust culture, executives can build an atmosphere of trust and openness in which:
- Employees are generally trustworthy.
- Employees have reciprocal faith in other members’ intentions and behaviours.
- Employees have reciprocal faith in others’ abilities.
- Employees have reciprocal faith in others’ behaviors to work toward commercial objectives.
- Employees have reciprocal faith in others’ decisions towards organizational interests than individual interests.
- Employees have relationships based on reciprocal faith.
To foster a learning culture, executives can contribute to the development of a learning workplace in which:
- Various formal training programs are provided to improve the performance of duties.
- Opportunities are provided for informal individual development other than formal training such as work assignments and job rotation.
- There is an encouragement to attend external seminars, symposia, etc.
- Various social mechanisms such as clubs and community gatherings are provided.
- Employees are satisfied by the contents of job training or self-development programs.
The question for executives and leaders in any and all corporations is to accept the challenge of cultural changes in order to address the current gaps in business effectiveness and improve their financial performance in global markets after the Covid-19 panic.
Originally published on HR Director
