The Heartbeat of Your Organisation
Every organisation aims to build a strong, cohesive workplace culture, but achieving this is not merely about ticking boxes or following trends. It is rooted in clear communication, understanding roles, and fostering an environment where everyone, from top leaders to the newest hires, feels valued and aligned with the company’s vision. It becomes evident that when staff are engaged, the ripple effect touches every facet of the business, including customer satisfaction. The challenge lies in maintaining this momentum, especially when changes, whether expected or unforeseen, come into the picture.
This is a Catalyst strength. Our Culture Audits are designed to delve deep into your organisation’s inner workings. Through bespoke focus groups and questionnaires, we seek to understand the nuances that shape your culture, from daily interactions to long-standing traditions. By highlighting both strengths and areas for improvement, we provide a clear roadmap tailored to your unique circumstances. The goal? To offer clarity, promote consistency, and drive positive change, ensuring your organisation not only adapts but thrives in an ever-evolving landscape.
Our Approach
Creating a culture for continuous improvement is rarely straightforward. One of the vital ingredients is to ensure that everyone understands their role, especially the organisation’s leaders and managers. Ideally, leaders need to work on the business. And managers need to work on their processes with the people in the processes to find ways of continuously improving how the work gets done, and how well the learning is embedded. Staff engagement and involvement is essential, especially given the strong correlation between employee and customer satisfaction. Leading and managing change needs active attention.
Our culture audits, employee focus groups, and questionnaires can be tailored to your specific requirements and circumstances, helping you identify the priorities and actions needed.
Understanding the drivers of the organisation’s ‘cultural web’ will be a helpful outcome in the preparatory planning of what needs to be done to move things forward.
The ‘culture web’ describes a collection of factors, behaviours and thinking that pervades the organisation. It includes:
- Symbols that can include how people dress or refer to each other, for example
- An insight into ‘power’ indicating whether this is an autocratic or participative place to work
- The shape of the organisation’s structure, be it flat or hierarchical, centralised or decentralised
- The controls that are in place
- The rituals and routines that include regular meetings, for example
