Twenty years ago, branding was still new and organisations were reluctant to spend any money on it. Today, every organisation has a budget for its brand. Everyone is clear that the brand of a business is critical to its success.
Staff turnover is healthy. You want new blood, new thinking, new approaches to make your business better and richer. But at the same time, you don’t want your staff to leave quickly, because this means losing knowledge and experience, without mentioning the pain and the cost of recruiting.
One of the challenges in interpreting engagement data is that results can be influenced by employee reactions to climate factors such as a poor manager, the office environment, and recent organisational changes. Consequently, it can be hard to determine whether results are truly reflective of the organisation’s engagement or if they have been skewed by a recent organisational event, such as downsizing.
Our latest digest of culture takes a look at how to build a business case for culture, Forbes' greatest living business minds, how to look confident (when you aren't) and how to boost employee engagement.
How to measure culture is becoming one of the most discussed topics on culture, in part in response to regulatory pressure to ensure culture is managed and to prevent disasters such as the one we’ve recently witnessed with Wells Fargo, in part to justify the increasing investment in organisational culture and demonstrate the positive impact on the business.