The Characteristics of Amazing Company Culture
Fairness
People, especially employees, place a high value on fairness. If everyone in the business feels like they are getting a fair opportunity consistently, there will be fewer issues with favouritism and politicking.
It is important to note that this isn’t necessarily referring to just fair pay. Pride in the workplace due to ethical and equal treatment is just as important.
Trustworthy management
According to some research, 83% of employees require management’s actions to match its words. Trustworthy, credible and personable managers’ impact:
- Employee retention
- Workplace satisfaction
- Employees recommending their company
- Motivation for extra effort
Innovation
Workplaces with innovative cultures see an added benefit of employee loyalty, confidence and willingness to go the extra mile. According to the report mentioned above, employees at innovative companies are four times more likely to openly express to others that they are proud of their workplace. Therefore, this is an important one!
Trust
Companies that trust their employees to work flexible hours autonomously see more dedicated and engaged employees. As a result, this allows for greater work-life balance. Therefore, staff feel trusted to meet their targets in a way that is conducive to their lives.
Care
Every company says it values employees, but how many show it? Consider “work perks” such as gym memberships, mental health days and company-funded social events that show your people that you care about them. As a result, this all improves the employee experience. In conclusion, you’ll put your company on a path to amazing company culture.
Want something that you can do for your employees that encourages socialisation and culture? Banana Life’s range of games can help you, and your colleagues try something new. Our new Mindfulness game is a particularly fun option that sends teams on a series of missions to build self-awareness and resiliency. So try something different and sign your team up here today.
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