Corporate Culture

Human resources has been around as a management field for ages but only since the 1980s has it gained prominence as a business field. However, now that almost every company has an HR, it is no longer a competitive advantage but rather a mass commodity. So, over the next decade or more HR has to remain relevant to the organizations in three major ways that are its key challenges. First of all, HR has to move beyond its functional status to occupying a strategic position. For this the HR team has to foster a broader knowledge of upcoming trends, talent systems, employee profile, value chains and the internal organization. The next frontier will be to evolve from the design of formal talent management systems to leverage the informal ones such as processes and mindsets as done excellently by Cisco. Thirdly, HR systems need to work on developing superior inter-personal processes. These will not be focussed on individuals’ corporate training, hiring or talent but indeed on broader inter-dependent forces.


Uploaded Date: 06 October 2017

Corporate culture is one of the key drivers to business success today. This is even more accurate a statement when it comes to biotechnology companies. Since an extremely high degree of science is used, and people’s lives are getting impacted, it is essential that the culture strives at some degree of scientific aptitude. Biotech firms typically started by pure business persons have often failed in the long run. Ultimately it is the people involved who create the corporate culture. Certain principles typical of biotech firms’ corporate culture have been identified. First of all, like is GSK’s case, culture is born from inception itself. There are many failures along the way, but the best of firms respond in the most decisive of manner. The NAR principle must be applies in talent recruitment to make sure no rotten apples spoil the bunch. The corporate communication within the firm must be authentic, inclusive and transparent. Beyond the bigger picture, it is also the little things that define the work processes and subsequent culture. While individualism must be curbed at the team level, there is always someone or a close group making the decisions. The available talent needs to be further nurtured so that new recruits feel positive reinforcement throughout their initial period. The individual scores of employees within the broader company goals must be analyzed from a healthy perspective and not prove to be toxic to either the person or the team. Most importantly, teams must know how to have fun and let the hair down to celebrate the small victories.


Uploaded Date:31 July 2017

It is a well-known fact today that diversity in any organization on racial, gender or ethnic patterns is highly beneficial to businesses as proven by a study conducted by management consulting giant McKinsey back in 2014. However, diversity simply does not mean ticking off communities on one’s organization roster, but proper interactions between them. Such a matrix of interactions can be created using the Organizational Network Analysis (ONA) which is a management tool allowing visual representation of inclusiveness in any organization. Recently, an American professional services firm used this ONA to uncomfortable conclusions. An internal survey was conducted connecting employees to each other where they had to pinpoint one or more people in the team whom they approached for decision making and for support during tough situations. It turns out that very few women are drawn towards the centre of the power circles. Majority of emotional interactions take place within the same gender. Three kinds of employee networks could be deduced. They were for decision-making, idea-sharing and for emotional support. For any organization to be considered as genuinely inclusive, these connection gaps will first need to be proactively bridged, else subconscious bias will continue to exist and surface periodically.


Uploaded Date:28 July 2017


When organizations incubate, company culture is often a secondary thing. But, even if formal planning is not done towards it, a kind of set up eventually does emerge. Most companies try to find the perfect balance between a corporate style formality towards policies and procedures, and a start-up like vigour embracing agility and business innovations. Eventually when such firms grow up to a certain size, and newer employees join, a sense of conflict can often be observed between those who started out here and the newer recruits. Generational stereotypes also emerge. Regular team building events such as gaming nights could be useful exercises in those cases. Peer reward systems to honor colleagues, organization wide wellness programs and flexible work timings during major periods of festivity can also be useful. After a certain point in time, the company culture needs to be formally set. This would include aspects such as office space, dress code or time out. The onboarding for new recruits needs to be morphed in a way to comply with work culture. The old timers at startups should either be smoothly inducted into the board or given the luxury of a smooth exit.


Uploaded Date:20 July 2017

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