Culture has become one of the biggest buzz words of the past few years, with companies either sinking or swimming depending on the values reflected in their leaders’ and employees’ work ethic.
We’re now in an era where bad news travels instantaneously; where the power has been shifted into the employee’s hands, and so it’s become even more important to consciously cultivate and manage culture.
In Deloitte’s Global Human and Capital Trends 2016 report, ‘culture’ ranks third, with 86% deeming it as ‘very important’. According to the report, a staggering 50% of businesses are currently attempting to change their culture in response to shifting talent markets and increased competition as employers look to retain good employees.
At Banks Sadler, we have made a significant commitment to our culture across the years and have received accreditations such as Investors in People Gold Standard, Great Place to Work and One to Watch in 2016 (The Times Top 100 Places to Work).
We learned that if we asked people to rely on logic and common sense instead of on formal policies, most of the time we would get better results, and at a lower cost. If you’re careful to hire people who understand and support the desire for a high-performance workplace, the vast majority of your employees will do the right thing.
Furthermore, we are firm believers in empowering managers to own the job of creating great teams. To recognise this commitment, we have also developed a range of mechanics including annual bonuses, a flexible work schedule, ‘Sadler Stars’, ‘birthday bunk-offs’, wellness days, long-service awards and a social committee, to name a few.
It may sound simple but this all helps contribute to staff loyalty, engagement, a decrease in staff turnover and, most importantly, better work. If your team isn’t engaged then it’s not long before creativity and business performance will slide.”
Karen Rice, Operations Director, Banks Sadler
Published in C&IT Magazine