It has often rightly been remarked that company culture is what forms the backbone of any organization. It is an inevitable outcome of people gathering together at a place. A proper company culture is most conducive to fostering business innovation. Common goals and values are also forged together. It is also the right springboard for talent management and improved employee retention. At such places, diversity is not only accepted but in fact celebrated. Culture cannot be for the short duration, but indeed one for the long course of commitment towards goals and ideals. It also ensures checks and balances during operations. The right corporate culture has also been observed to produce far greater efficiency. The company culture is now becoming a competitive advantage in marketing as companies flaunt their superior work patterns, attracting the best of talent and increased capital investments. Customers moving on from Uber to its rivals Lyft when stories of poor company culture emerged, is an example of the opposite trend.

Source:https://www.forbes.com/sites/williamcraig/2017/08/03/8-ways-company-culture-drives-performance/#556235676ce0

Uploaded Date :15 November 2017

Human resources has been around as a management field for ages but only since the 1980s has it gained prominence as a business field. However, now that almost every company has an HR, it is no longer a competitive advantage but rather a mass commodity. So, over the next decade or more HR has to remain relevant to the organizations in three major ways that are its key challenges. First of all, HR has to move beyond its functional status to occupying a strategic position. For this the HR team has to foster a broader knowledge of upcoming trends, talent systems, employee profile, value chains and the internal organization. The next frontier will be to evolve from the design of formal talent management systems to leverage the informal ones such as processes and mindsets as done excellently by Cisco. Thirdly, HR systems need to work on developing superior inter-personal processes. These will not be focussed on individuals’ corporate training, hiring or talent but indeed on broader inter-dependent forces.

Source:https://www.forbes.com/sites/freekvermeulen/2017/09/18/whats-next-for-corporate-hr/#54420e122418

Uploaded Date: 06 October 2017

Corporate culture is one of the key drivers to business success today. This is even more accurate a statement when it comes to biotechnology companies. Since an extremely high degree of science is used, and people’s lives are getting impacted, it is essential that the culture strives at some degree of scientific aptitude. Biotech firms typically started by pure business persons have often failed in the long run. Ultimately it is the people involved who create the corporate culture. Certain principles typical of biotech firms’ corporate culture have been identified. First of all, like is GSK’s case, culture is born from inception itself. There are many failures along the way, but the best of firms respond in the most decisive of manner. The NAR principle must be applies in talent recruitment to make sure no rotten apples spoil the bunch. The corporate communication within the firm must be authentic, inclusive and transparent. Beyond the bigger picture, it is also the little things that define the work processes and subsequent culture. While individualism must be curbed at the team level, there is always someone or a close group making the decisions. The available talent needs to be further nurtured so that new recruits feel positive reinforcement throughout their initial period. The individual scores of employees within the broader company goals must be analyzed from a healthy perspective and not prove to be toxic to either the person or the team. Most importantly, teams must know how to have fun and let the hair down to celebrate the small victories.

Source:https://www.forbes.com/sites/brucebooth/2017/07/25/distinctive-biotech-corporate-culture-walk-the-talk/#6f0a905b6c7a

Uploaded Date:31 July 2017

It is a well-known fact today that diversity in any organization on racial, gender or ethnic patterns is highly beneficial to businesses as proven by a study conducted by management consulting giant McKinsey back in 2014. However, diversity simply does not mean ticking off communities on one’s organization roster, but proper interactions between them. Such a matrix of interactions can be created using the Organizational Network Analysis (ONA) which is a management tool allowing visual representation of inclusiveness in any organization. Recently, an American professional services firm used this ONA to uncomfortable conclusions. An internal survey was conducted connecting employees to each other where they had to pinpoint one or more people in the team whom they approached for decision making and for support during tough situations. It turns out that very few women are drawn towards the centre of the power circles. Majority of emotional interactions take place within the same gender. Three kinds of employee networks could be deduced. They were for decision-making, idea-sharing and for emotional support. For any organization to be considered as genuinely inclusive, these connection gaps will first need to be proactively bridged, else subconscious bias will continue to exist and surface periodically.

Source:https://hbr.org/2017/07/to-understand-whether-your-company-is-inclusive-map-how-your-employees-interact?utm_medium=email&utm_source=newsletter_daily&utm_campaign=dailyalert&referral=00563&spMailingID=17688012&spUserID=OTY0OTMwNTk5NwS2&spJobID=1061437157&spReportId=MTA2MTQzNzE1NwS2

Uploaded Date:28 July 2017