Culture Risk Analysis
- Bringing Work Culture Transparency to Every Level of the Organisation -
A Work Culture Risk Analysis tool specifically for Executive Management
that STARTS and MONITORS the progress of Cultural Change.
Proponents of Open & Honest Communication and Transparency in Organisations:
The Standards and Aspirations of Executive Management are not always reflected as personnel go about conducting their duties.
With this in mind, the Culture Risk Analysis is designed for Executive Management to enable high level Leadership Guidance and Involvement (when needed) by having succinct and meaningful data available, to make delivering authoritative decisions towards Work Culture Risk, easier.
The Culture Risk Analysis bridges the gap between knowing and not knowing what is actually happening regarding Work Culture based risks.
We speed the process of Risk Awareness by creating a Digital Model of the entire organisation that allows the pinpointing of risk criteria, real time.
For Executive Management having the ability to immediately see clear, meaningful risk information literally at a click of a button, without having to read any reports - speaks volumes.
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Summarised Risk Information for Executive Management Awareness:
Executive management need to have easy access to critical (but high level) risk information so they as leaders, are better informed to assist and influence the direction and financial standing of the organisation and how it conducts its' business.
The Culture Risk Analysis: The Premise:
“A person cannot fully demonstrate their true
giftedness in a Work Environment,
if their personal standards and
are Not being Fulfilled or Met”.
The Simple Reason Being...
“They are in conflict with themselves, because
they are endeavouring to 'accept' (work with)
factors they inherently disagree with.”
Leadership & Governance:
The above premise highlights a major risk organisations currently face and why Executive Management have a key and critical role to play in establishing professional relationships across the company.
The growing majority of employees (Millennial's and more recently Gen Z's etc.) are educated, have easy access to a vast array of information and are no longer accepting or tolerate of the way organisational power and authority is or has been used, within organisational and societal contexts.
This can be seen as a direct criticism of leadership and accountability, resulting in personnel becoming more transient as they search elsewhere for greater meaning in their work.
There has been great confusion regarding where responsibility for work culture actually resides.
Management & Work Cultures:
For Managers to achieve greater efficiency they must have quality relationships with both their Manager(s) and their reports as well as the capacity to focus on immediate and developing Risk Issues.
The prevailing working cultures also add another dimension as they face the outcomes and demands presented, particularly if some of the cultures are dysfunctional and fragmented.
To avoid unnecessary and costly staff transiency ($25k minimum replacement cost in Australia), and actively disengaged personnel (currently 34% of salary) monitoring the working cultures and taking preemptive actions are essential.
In Australia the Hays Skills Index for "Talent Mismatch" has increased to 5.6 indicating it's harder for employers to find the required talent.
A study in 2018 across Australia and New Zealand, reported 97% of employers interviewed, believed staff engagement is important (no real surprise there). Yet 60% believed the majority of their staff were not engaged.
What could be driving these figures?
Regardless of the size of the workforce, management at every level, require to know what employees seek.
In many cases, management do not know - they only think they know. They do however, seem to have clarity in what they want from their employees - and there lies the rub.
Too frequently there is great disparity between what employees seek to bring out their best, versus what management desire.
Clarity is required to bridge the gap.
For Executive Management to be more effective in growing the business, they must be informed and have up-to-date, meaningful and succinct Culture Risk information, upon which they can quickly act, influence and guide the direction of the company.
Unfortunately and in many cases reporting to the Executive level has proven, excessive, ambiguous, diluted or inadequate, resulting in delayed responses, delegation or inaction.
Executive involvement in defining and creating the desired working cultures, is essential if there is to be a synergistic and cohesive effort across the organisation.
The fast-changing work environment has seen a rise in job vacancies nationally and globally so keeping experienced and qualified personnel must be high on the agenda to stay competitive in the marketplace.
Managers require to know the What, Where, Who and Why, to quickly respond to dysfunctional Cultural Risk and to focus energies on mitigation before excessive and costly consequences occur.
The message here being, Executive Management, Senior Management and Middle Management require to be working more closely and cohesively to bridge the gap and be more responsive to Corporate Governance, Work Cultures, Workforce Motivation and the needs of the workforce.
Employees seek gainful employment - meaning they want to gain.
When the company offers less than what they seek or worse what they do not want, they leave. They leave mentally or physically and seek gainful employment elsewhere. Either way there are significant losses that have to be funded.
Work cultures are driven by the workforce and influenced by management. The complexity is in the diversity in a workforce and there is no one-size-fits-all, but there is the ability to know exactly what motivates an individual employee or a group of employees and what in the majority, will naturally bring out their best and cultivate engagement, commitment and loyalty - company wide.
Turning Talk into Action:
Much is talked about regarding the challenges of cultivating the best working cultures in organisations.
The reality is that work cultures are impacted by every single person in the company and there lies the answer in how professional and cohesive working cultures are developed - by involving every single person and understanding their drivers and their motivations behind their aspirations and then helping to achieve them through their work.
The measure of a person's capacity to feel valued, satisfied and committed to their work, is the degree to which they can accommodate working within the company's demonstrated 'ground rules' and norms.
Getting to understand the driving forces of the workforce, sounds an immense and mammoth task?
Actually it's a lot easier than you may think.
Let us Show You How!
From the convenience of your own office, Anywhere in the World, simply Call Us Tel: +61 (0) 412 292 835 or send via the email option below, a date and a preferred time and we will be in touch.