Designing Exceptional Organizational Cultures

How to Develop Companies where Employees Thrive

Jamie Jacobs, Hema Crockett

• Publisher: Kogan Page
• Year: 2021
• Print ISBN: 9781789667219
• eBook ISBN: 9781789667226
• Edition: 1
• Topic: Business
• Subtopic: Human Resource Management
• Index: Business

WINNER: Nonfiction Authors Association Book Awards Gold Award 2021

Designing Exceptional Organizational Cultures is a practical guide for HR and OD professionals which explains how to proactively design, build and foster a culture that creates employee and business success.

For a company to outperform the competition and achieve sustainable business growth, it needs a high performing, engaged and committed workforce with the skills the business needs both now and in the future. Attracting, motivating and retaining top talent can't be done simply by attaching individual benefits to specific job roles. To be effective, companies need to build an exceptional company culture where people want to work and that allows them to develop and perform to their full potential.

Designing Exceptional Organizational Cultures provides guidance on all elements of building a top performing culture including how to identify and define core company values and embed them throughout policies, processes and behaviours as well as how to create an organizational structure that leverages employees' strengths for optimum performance. It also covers how to assess what roles the business needs, how to recruit for future success and make the most of non-traditional hires as well as covering employee engagement, motivation, reward, diversity and Learning and Development (L&D). With practical examples, tips and advice throughout , this is crucial reading for anyone needing to build a culture that attracts the very best talent and achieve sustainable business growth.

INDEX

accidental core values 76

accountability 18, 21, 25, 105, 192

and engagement/motivation 148, 160, 161, 162

organizational structure 53, 54, 55, 73

acquisitions 87, 114

action plans 217–21

actions 11–12, 31–32, 36

ad hoc incentive plans 187

adaptability 53, 63, 102, 111, 115, 120, 121

ADKAR Model 223

Adobe 84

agile teams 52, 53

agility 52, 53, 63, 102–03, 111, 112, 120, 179, 209, 217

Airbnb 84

alienation 34

all-employee (town hall) meetings 79, 80, 85, 108, 158

Amazon 136

anticipating change 108–09

aspirational core values 76

audits 37, 97, 210

authenticity 21, 44, 95, 97, 105, 128, 206, 212

see also inauthenticity

autonomy 69, 121, 130, 160

avoidance 38, 207

Baby Boomers 184

bad leadership 30–31

bad management 31, 38

balcony perspective 34, 47

base pay (salary) 172, 175, 176, 183, 191

Be the Change programme 205

behaviour tests 37

behavioural-based interviews 138–39

behavioural competencies 112

behavioural values 83

behaviours 11–12, 31, 35–36, 41–42, 43, 77, 86

see also behaviour tests; behavioural-based interviews; behavioural competencies; behavioural values

belief 82, 83

belief lid 82

beliefs 6, 12, 33–34, 35, 103

see also values

belonging 19, 24, 57–58, 84, 103, 195–213, 220–21

belonging assessment 208, 220–21

benefits package 173, 178–79, 180–81, 191

medical 182, 187, 189

see also perks

bereavement leave 180–81

bias 103, 137, 202, 203, 205, 207, 210

bias audits 210

biotech sector 111, ...

Table of contents

• List of figures
• About the authors
• Foreword
• Acknowledgements
• Introduction: C is for conscious
• 01 What is organizational culture?
• 02 Why top-performing cultures don’t happen by accident
• 03 Organizational structure
• 04 Identifying and defining core values
• 05 Skills for now and the future
• 06 Attracting and retaining the right talent
• 07 Engagement and motivation
• 08 Total Rewards
• 09 Diversity, inclusion, and belonging
• 10 Moving to action
• Index