Advance your culture to secure your market’s competitive edge with robust talent pipelines, performance and accountability, as well as inclusive and people-centric work cultures known for reciprocity and fairness.
Greater Importance: Strategy or Culture?
What’s more important… culture or strategy? Peter Drucker’s statement, “culture eats strategy for breakfast” nails it. Do you agree?
Uber Importance: Shifting to People–Centric Workplaces Without a doubt, to drive market preference, organizations need emotionally intelligent business models. Today, people-centrism, collaboration, performance, accountability, and innovation serve as a key market differentiator to attract and retain stronger talent across five (5) generations while elevating collaboration, performance, and accountability.
What do People-Centric workplaces look like? Leaders and managers see and actively support the value of people and their collaboration in their organization. Envision this… a work environment where:
Employees are Priority #1… followed by customers, then shareholders;
Leaders motivate a workforce and develop market-leading reputation and rapport;
Applicants and employees are truly valued for contributions they bring;
Engagement is encouraged and reciprocated by adept leadership throughout strategic organizational actions;
Compassion supports, yet does not excuse, individuals’ performance;
High levels of respect and accountability abound… vertically, horizontally, and diagonally;
Hierarchical structure diminishes into collaborative teaming;
Inclusion enables all team members to feel emotionally safe and confident in their ability to speak up in a constructive manner;
Teamwork and accountability are championed and rewarded; and
Employees thrive at work to achieve their full potential.
Where The HRC Stands on Inclusion
We have a track record of more than 25 years’ consistent success in leading many dozens of culture shifts that focus on inclusion… period. It’s inclusion that foments collaboration and innovation (the lifeblood of an organization), and ultimately, sustainability for that organization. After we have developed a solid cultural foundation of inclusion for a client, we then begin education on the appreciation for, and managing conflict arising from, differences.
Our perspective is that diversity represents the full array of differences existing among all human beings (inclusive of marital, family, or socio-economic status, level or school of education, chosen career field, level in the organization, types of role, interests, etc.). Within the rich fabric of diversity, each and every one of us is represented, and deserves to be respected. We are stronger together.
When people who represent the broad array of diversity in an organization and experience a sense of belonging that enables them to do their best work, active contribution and innovation flows readily.
A little understood nuance among DEI professionals is that a choice is typically made to focus more on one letter (D, E, or I). Unfortunately, many who chose to initially focus on ‘the D’ may have created a perspective of divisiveness in organizations rather than inclusion. The Human Resource Consortium is committed to developing Cultures of IDEA – Inclusion first and foremost… to effect Diversity, Equity, and Accessibility.
Workplace Culture Shifts: Where Must We Be?
Time and time again, the culture of an organization either enables or thwarts an organization’s ability to achieve its strategy. In fact, culture is much more difficult and takes a decade or more to replicate by a competitor. Therefore, culture can truly serve as your organization’s most sustainable and valuable competitive advantage.
Culture impacts every organization’s critical need to attract, hire, engage, and retain high performance talent. Today, employees seek organizations where they can reliably grasp and connect with organizational mission, vision, and leaders. Today’s workforce wants to see, with abundant transparency, that their role contributes to achievement of strategy and their contributions are rewarded fairly.
Leaders are reporting that they have never worked so hard to create ‘One Team’ in workplaces. Political and social divisiveness have created serious fractures in peoples’ abilities to collaborate within both workplaces and communities. To rectify this trend, The HRC team has focused even more on inspiring and elevating inclusion and collaboration while refueling and retooling peoples’ abilities to appreciate and reconcile differences to stimulate innovation for a sustainable future.
Exceptional Service Mindsets & Ability: Keys to People Centrism and Inclusion
Service mindsets and abilities must first be developed internally, then externally. The Aberdeen Group’s study proved that internal service mindsets and skills elevate employee engagement which then drives up to 233% customer loyalty. In sum…
To understand more about our approaches and achievements, explore a few of our culture shifting case studies with F100, mid-market, and smaller organization clients. We consistently create exceptional client wins by thinking out-of-the-box and utilizing best practices that make sense for each client’s unique needs.
1. "Employee Engagement: Paving the Way to Happy Customers” by Aberdeen Group, August 2015
“We’ve all valued our time with you and Yvonne. You have imparted such valuable guidance and inspiration. It has been a wonderful collaboration with The HR Consortium.”
Executive, Quasi-Governmental Agency
"The HRC team brought new insights, clear thinking, a crisp business focus and energy to our Company. The consultants were extremely knowledgeable, excellent listeners, and culturally and politically sensitive. The combined business experience showed through with excellent design and superb execution. The HRC is different from other vendors in that they truly care about delivering value and making an impact."
Uber Importance: Shifting to People–Centric Workplaces
