 |
 |
|
|
|
 |
Discovery Group provides corporate
culture development services that foster greater employee
loyalty and retention within the workplace.
Through application of the proprietary Compass process,
Discovery Group has analyzed the efficacy of a wide range
of corporate cultures over the past two decades. The depth
of these examinations, combined with an exclusive planning
and implementation methodology, has empowered organizations
of all sizes to increase employee retention, workforce
productivity, and bottom line profits.
Why Corporate Culture Development?
Every organization has its own unique culture - the moral,
social, and behavioral norms of a company or association
based on the beliefs, values, attitudes, and priorities
of its members. However, many organizations don't consciously
try to create a certain culture. It is typically created
unconsciously, loosely based on the values of the top
management or the founders of an organization.
In most cases the culture of the organization - that is,
the collective sum of how its employees feel, think, and
act - has not been statistically identified or quantified
or purposefully managed. Moreover, this information has
not been resolutely determined by the organization's leadership.
However, corporate management today understands:
| • |
That the best and the brightest and
the most committed employees - the "A"
group of employees, are attracted to and stay with
companies whose corporate culture is one to which
they feel connected, that embraces excellence and
is committed to a set of identifiable, common values
and behavioral norms that include trust and respect.
|
| • |
That a company's culture directly affects how
its employees treat customers, vendors, the public
at-large, and each other.
|
| • |
That there is a relationship between a strong
corporate culture and long term economic performance
based on logical and proven results outcomes, e.g.
for companies exhibiting strong, positive cultures
there is:
|
| • |
Increased retention, reduced turnover and therefore
the associated costs - much of which drops directly
to the organization's bottom line.
|
| • |
Strong goal alignment evidence where majorities
of employees march to the same vision drum and exhibit
consequent increased productivity.
|
| • |
An extraordinary level of motivation and commitment
that makes people strive harder.
|
| • |
Less reliance on stifling bureaucracies and disciplinary
processes that tend to suppress motivation.
|
| • |
Without a managed influence by leadership, a company's
culture can run free and follow the course of least
resistance, which may be decidedly negative.
|
For management, the choice of whether or not to invest
time, money, and resources to managing its corporate culture
is pretty straightforward. The CEO of one organization
summed it by saying, "If you keep doing what you're
doing, you'll keep getting what you've got." Or as
Yogi Berra once said, "If you don't know where you're
going, you'll probably end up someplace else."
"The improvements a
company can make on equipment, materials, and processes
are incremental. The improvements on the people
can be monumental. Discovery Group's Compass process
guided us in the development of a corporate culture
that has allowed us to improve retention, safety,
productivity, and reduce absenteeism. Discovery
Group has provided all the intelligence, experience,
and planning guidance to bring powerful change and
results to our workforce."
Douglas Taylor, Sr. Vice President of Human
Resources, Bollinger Shipyards |
|
|
|
