Measuring culture and attaining data can provide valuable information for any size organisation. How this data is positioned, analysed, and used however is where the real value can be found. Schneider, Ehrhart, and Macey (2013) assert that when looking past Organisational Culture from a scholarly perspective, executives in organisations wish to know what their corporate culture is, understand what they can change and how, and how they can create competitive advantage through organisational culture. Although the first step of the process appears to be the measurement of culture, there are in fact many other steps to consider in the process. Below are some points to consider when measuring employee data in an organisation.
- Reasons for engaging in a measurement tool
When implementing a measurement process in an organisation it is important to clearly define the reasons for doing so. Is it for the board, customers, or stakeholders benefit? Is it for the benefit of the executive team to guide future planning? Is it an affirmation to HR that they are on the right track? Or is it to develop the best company in all sense of the word. It is important to set expectations of what will be done with the data. Asking employees to invest time to respond to workplace surveys can inevitably lead them to expect time invested back in explaining the results and strategies for the future. Understanding from the outset the reasons for using the tool is important.
2. Deciding on a measuring tool
Not all survey tools are created equal. In order to have a robust process it is important that the tools used are fit for purpose, and are reliable and valid. Gaining an accurate picture of the current organisational culture means that decisions made about future initiatives are made on the basis of sound data. A sound measuring tool should pass a series of psychometric tests, provide evidence that individual data can be aggregated to the organisational level, and be linked to performance (Denison Culture, 2013).
3. Leveraging the data to create competitive advantage
Once data has been obtained, an action plan around next steps needs to be developed. This can include things such as creating concrete plans for the future based on an accurate understanding of culture survey results; assessing current leadership and “people” need; understanding of how engaging and leveraging human capital can be attained.
Measuring progress and obtaining feedback for continued improvement based on a clear set of business performance and organisational culture metrics is important for sustained culture improvement and change.
Schneider, B., Ehrhart, M. G., & Macey, W. H. (2013). Organizational climate and culture. Annual review of psychology, 64, 361-388.
Denison Culture (2013). What are you really measuring with a culture survey? Denison research notes, 8, 1.