8 Culture Markers that Define How Employees Experience The Workplace
This site identifies culture tools and resources that align with 8 Culture Markers measured by the Workplace Genome culture assessment, built on a model of culture that was developed out of years of our research (learn more about the Workplace Genome here). The Culture Markers collectively paint a clear and distinctly human picture of what it is like to work in an organization.
Once you understand what your culture is, your job is to then make adjustments to the culture in ways that specifically make you more successful. Maybe the way your culture does transparency is getting in the way of success. Maybe it's agility. It will vary from culture to culture, but everyone, at some point, will probably be making shifts in one of these 8 areas. Organizing this site around the Culture Markers allows you to focus on finding tools that will actually move the needle on culture in different ways, without limiting you to a specific type of software like other HRTech or software selection sites.
Culture Marker Definitions: Getting Past the Buzzwords
We know terms like transparency, inclusion, and innovation are tossed about casually (and inconsistently) in the business world. We have specific meaning behind ours, and note that they are all defined partly in terms of how "traditionalist" or "futurist" an organization is within each area:
How easily an organization can change and shift, as well as its ability to move quickly when needed. Agility is driven by the breadth and depth of the distribution of power internally in the organization. Traditionalist organizations are more fixed and consistent, and futurist organizations are more nimble and fluid. Tools for this marker are about change management, decision making, staff empowerment, and quality.
The expectations, norms, and practices related to how individuals and groups work together inside an organization, including communication and information flow, structural boundaries, and problem solving. Traditionalist organizations are more proprietary and controlled in their approach to collaboration, and futurist organizations are more networked and open. Tools for this marker are about internal communication and information sharing, managing silos, relationship building, and improving facilitation.
How the organizational environment supports the growth, development and effectiveness of employees and the stakeholders and communities they serve. Traditionalist organizations emphasize practicality and organizational needs, and futurist organizations focus on deeper meaning and individual agency. Tools for this Marker focus on performance management, training & development, health and welfare, CSR, feedback, and core values.
How an organization values difference and supports authenticity and autonomy within the boundaries of a clear group identity. Traditionalist organizations are more exclusive and futurist organizations are more open. Tools for this marker focus on diversity/inclusion, work/life balance, authenticity, planning, and strategic clarity.
How organizations are able to unlock new value based on how they embrace change, manage risk, and encourage experimentation. Traditionalist organizations value established approaches with proven track records, and futurist organizations are more generative and dynamic. Tools for this Marker focus on experimentation, prototyping, idea management, creativity, and innovation management.
How an organization balances both external and internal needs when generating work-related solutions, as well as a balance between customization and standardization. Traditionalist organizations value standardization and prioritizing organizational needs, and futurist organizations value customization and the needs of employees and users. Tools for this Marker focus on customer experience, employee benefits, environmental scanning, and decision making.
How an organization employs and maintains technologies (digital and otherwise) to achieve objectives, including issues of modernity, reliability, and effectiveness. Traditionalist organizations rely more heavily on existing technologies and strategies, and futurist organizations are early adopters with a more digital mindset. Tools for this Marker focus on software/hardware selection, customer experience, outsourced IT, and policies.
How both vertical and horizontal information flow within an organization impacts decision making, as well as looking at internal enabling capacities for transparency like trust and conflict management. Traditionalist organizations are more private, emphasizing control of information and release on a need-to-know basis, and futurist organizations make information as visible as possible, trusting the system to manage the risk. Tools for this marker focus on information sharing, trust, conflict, and strategy.