Moving Beyond Policies and Programs to Bring About Culture Change

The main topics addressed in the article are:

• Introduction
• The Elements Required for a Smooth Transition
• Assessing the gap between current and desired corporate cultures
• Overcoming Resistance to Change
• The challenges and a few tips
• The characteristics of a successful work-life "culture change"
• Conclusion

Introduction

Over the past decade, organizations have developed innovative and interesting work-life balance policies, programs and benefits. Some have spent time and money to write up glossy brochures and employee manuals on flexible work arrangements. Others have built child-care centres and health club facilities to help their employees reduce stress and increase retention rates. Training courses and on-going communication tools exist in organizations of all sizes with the goal of increasing acceptance of flexibility in the workplace.

All of these measures are important and some may be necessary when launching a work-life initiative. But unless a policy is actually used, discussed, supported and evaluated, it may remain a piece of paper. Consequently, the main challenge for organizations offering these programs is to actually put the policy into practice. Achieving this, however, usually requires organizational culture change.

The Elements Required for a Smooth Transition

Initiating culture change requires integration of the concepts of trust, fairness, respect, flexibility, autonomy and control into the existing cultural infrastructures.

This process helps an organization move from offering work-life policies and programs to creating a supportive, responsive culture that promotes the use of available work-life options and fosters a healthy balance between work, personal and community responsibilities.

Assessing the gap between current and desired corporate cultures

The breadth of the challenge in effecting this transition will depend on an organization’s distinctive culture, as defined by its leadership. Reflected in the organization’s vision, mission and values, that culture is communicated and sustained through internal processes and procedures, employee and management attitudes and behaviours.

In an organization with a clearly stated vision, well thought out processes and mechanisms for monitoring and evaluating corporate behaviour, identifying needed change is simplified. When its workforce also has a strong team or community spirit and a sense of belonging, the organization tends to be strong, resilient and effective. Effecting corporate change in such a culture to create a family-friendly, supportive work environment can be a fairly easy and smooth process.

In an organization with no stated purpose, with a stated set of values that are unclear or where these values are in contradiction with employees experience in the work environment, effecting change may be far more difficult. For example, if employees are described as the organization’s "most important asset" but feel they are treated like disposable resources - scepticism, mistrust, and resistance develops. The elements required to move beyond the accommodation of individual needs to a supportive work environment may be extremely challenging. In such a climate it would be difficult to engage employees and managers in a healthy dialogue and actively involve them in a culture change process.

These two hypothetical organizations represent opposite poles in a continuum along which real organizations may find themselves at a given point in time. Corporate culture is also in constant flux as economic or organizational changes, restructuring and expansion trigger movement in both directions along the continuum. Corporate culture may also vary within the same organization, particularly in larger or more diversified ones.

Identifying where your organization situates itself along this continuum is therefore the first step needed to allow you to determine the scope and type of changes that will be required to reach your goal. To assist clients in this endeavour, Work-Life Harmony Enterprises developed the Work-Life Development Continuum with developmental milestones that organizations can compare themselves to. This can assist them to assess the degree of change that will be required to generate and/or nurture the attitudes necessary to maintain a flexible work environment that fosters work-life balance.

Overcoming Resistance to Change

Most people are more comfortable with the "the way we have always worked". We are creatures of habit. It is easier to keep the "known" than to face the "fear of the unknown". Even as more and more employees express concern about their ability to juggle work and personal demands.

In order for a company to show it is really serious about work-life balance it must take a close look at how, when and where employees work. To overcome resistance to change, emphasis must be put on changing the things within an organization’s control. For example, one may foster but cannot force a change in attitudes as they are often the result of an individual’s experience. Education and environmental factors will influence attitudes by adding to that experience over time. Behaviours, however, can be changed in the short term through positive and negative reinforcement by setting clear expectations and holding management and staff accountable for them.

The challenges and a few tips

There are many challenges for organizations moving beyond work-life programs to cultural change. There is certainly a risk in making changes to workplace culture and attitudes towards work. However, for those who truly consider themselves to be "employers of choice" and who recognize that people are important assets, the risk is worth it. Some of the big challenges are described below.

1. Getting sustained buy-in and support from executives

   Executives may not be aware of the level of work-life conflict in the organization nor of its impact on productivity and workplace health. They may not know details of policies – how they work, who they are for, and their history. Some may assume the policies don’t apply to them (i.e. maternity leave policies and EAP use) and are hard pressed to know how and when employees would use them.

   The challenge is therefore to help executives understand the need and application of work-life programs, policies and practices. This can be achieved by preparing a business case, holding briefing sessions, reverse mentoring and the sharing of success stories.

   Once you have buy in, clearly indicate what type of support you need from executives and how it is expected to affect the outcome.

2. Changing internal processes

   Culture change requires an examination of the organization infrastructure and internal mechanism and procedures to identify and remove possible barriers. Review and align the following processes with work-life goals:

   • Performance assessment tools and models (i.e., with a focus on results rather than hours).
     
     
   • Communication strategies for benefits, compensations, vacation time.
     
     
   • Work space design and layouts. Organizations supporting telecommuting may also want to reconsider how the workspace is structured – if many people are working from home, does the traditional office layout still make sense?
     
     
   • Orientation procedures and manager training.
     
     
   • Human resources monitoring mechanisms (e.g. rates of use of flexible work arrangements, demographics of users and impact of usage on their careers).
     
     
3. Measuring Workload and Establishing Targets

   Workload is always an issue for organizations – how much is "enough" for employees working full-time and part-time? If the focus is on the value of work contributed, on results rather than on hours at work, what does a full workload mean? These are all questions that organizations need to ask themselves, discuss and explore to determine what makes sense for their business, their employees, clients or customers.

The characteristics of a successful work-life "culture change"

Experts indicate that several characteristics are noticeable upon entering a company that has moved beyond work-life policies and programs to a corporate culture that fosters a healthy work-life balance. These include:

• visible and vocal role models at all levels of the company;
• innovative use of communication tools;
• enjoyable work environments and spaces;
• performance assessed on work contribution;
• recognition of the employee as a "whole person" with their roles outside the workplace valued and respected;
• creativity, innovation and informed risk are encouraged, supported and rewarded;
• high levels of trust between managers and employees; and
• upward and downward communication and feedback.

Conclusion

Regardless of the ultimate goal, there is no denying that changing the culture of a company takes dedication and time. There has to be a real sense of commitment at all levels of the company in order for the change to be realized. The journey can be hard and frustrating, but it can also be a fun and challenging learning process for all involved.

A few final tips for organizations engaged on such a course are to have a big vision and take many small, but powerful and meaningful steps to get there. Celebrate each small success and learn from each mistake. Don’t get discouraged, take time to regularly reflect on progress: it may come as a pleasant surprise.

The following articles are also available:

• Creating a Family-Friendly Workplace
• Moving Beyond Policies and Programs