The Great Culture Disconnect: Bridging the Gap Between Aspirations and Actions
- Jenay Rhoads
- Jun 10
- 2 min read
Organizational culture exists, it exists whether leadership takes a proactive approach or not. It is true, there are many organizations that dedicate time and resources into designing, improving and/or maintaining culture and are doing it well. However, for any number of reasons there are those organizations that a gap between the stated or hoped for culture does not align with the organizational policies and practices. Let’s look at some common organizational culture themes, common policies and practice gaps that occur and how to bridge gaps.
A Culture that Supports Families
Common Gaps
Minimum required or no parental/caregiver leave polices.
Limited flexibility in scheduling, time off and scheduling policies.
Family friendly policies omitted from handbook or otherwise not promoted
Bridging Gaps
Paid or unpaid time off for parental caregiver leave in excess of required minimum.
Provide flexibility where applicable.
Regularly promote and communicate family friendly policies and how to access those benefits.
Train leaders and people managers to address team member family needs with empathy, compassion and understanding.
Leaders communicate and utilize family – friendly polices openly.
A Culture of Innovation and Collaboration
Common Gaps
Promotions are based on time spent working regardless productivity.
Compensation and rewards based solely on individual performance.
Unproductive meetings
Bridging Gaps
Promotions and rewards based on contributions and achievements.
Create opportunities to encourage team and cross functional collaboration.
Meetings designed with clear objectives, including relevant parties and documented follow-up.
Team building activities to encourage interpersonal relationships.
A Culture that Promotes Learning and Development
Common Gaps
Lack of learning and development programs beyond required training.
Limited access to programs – programs only available to specific positions
Learning and development programs are not linked to organizational strategic goals and objectives
Bridging Gaps
Provide relevant training, mentoring and development programs.
Programs are available to all team members and positions and/or learning paths to programs
Assess strategies and objectives, appraise workforce population current KPI, design programs based on needs
Engage team members with programs that go beyond the workpklace
Actions speak louder than words, when our actions are in contrast our stated culture, there is a ripple effect that can affect everything from morale, turnover and engagement to reputation, productivity and profits. Looking at organizational policies and practices just scratches the surface; it is important to tease out the perspective of your workforce. Employee surveys, employee feedback groups, formal and informal conversations provide insight into team members’ view of the workplace culture. By taking a look at policies and practices and team members perspective organizations can take a strategic approach to creating, improving and/or maintaining the desired culture.
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