Developing corporate culture: a step-by-step plan
Shaping and developing corporate culture is systematic work that requires the participation of management and the HR department. The process includes several stages.
- Assess the current state of the culture. Survey employees and analyze eNPS and the engagement index. Find out how people describe the atmosphere in the company, what motivates them and what demotivates them.
- Formulate the mission and values. Define why the company exists and which principles matter in its work. Values should be specific and applicable in practice. Instead of an abstract "we value people," it's better to write "we support employee development through mentoring and training."
- Integrate values into processes. Build cultural principles into the HR strategy: hiring, onboarding, assessment, development. For example, if openness matters, introduce regular meetings between management and the team and a transparent feedback system.
- Secure management support. The company's leaders must convey values through their behavior. If top management ignores the principles the company declares, the culture won't take root.
- Create communication tools. An internal corporate portal helps employees get information quickly, interact with colleagues and take part in company life.
- Measure the results. Regularly track eNPS, the employee engagement index, staff turnover, and survey results. This will show whether the changes are working.
- Introduce a loyalty program. A corporate loyalty program helps sustain engagement through gamification, a reward system and recognition of achievements. Employees see that their contribution is valued, which increases motivation and commitment to the company.
Corporate culture and remote work
Remote and hybrid work models have changed the way companies shape corporate culture. When a team works from different cities and time zones, traditional tools such as shared lunches, informal office meetups, and company parties stop working. Companies have to find new ways to unite employees around shared values.
The main challenges of building culture in distributed teams:
- lack of personal contact: it's harder to build trust and feel part of the team;
- blurred boundaries between work and personal life: remote employees often work more, which leads to burnout;
- isolation: people don't see what colleagues in other departments are doing, and silo culture grows stronger;
- different working conditions: some sit in a well-equipped office, while others work from home with limited space.
To sustain culture in a remote format, companies need digital tools and new approaches to communication.
The internal corporate portal becomes the center of corporate life. Here employees get company news, interact with colleagues, request vacations and business trips, and take part in surveys. The portal helps create a single information environment for everyone, no matter where they work.
Key practices for developing culture in remote teams:
- regular syncs: weekly team meetings where people discuss not only work tasks but also share news;
- transparent communication: public channels for discussing projects and access to information about departments' goals and results;
- virtual events: online meetups for informal communication, quizzes, watch parties;
- recognition of achievements: public thanks in corporate channels, a corporate currency and a loyalty program with rewards and gamification;
- flexible schedule: the ability to choose working hours that fit personal circumstances.
HR process automation helps sustain culture at a distance. Employees can get vacations approved, go through onboarding and take part in performance reviews on a single platform. This creates a sense of involvement and lowers the barriers to communicating with the HR department.
It's important to measure how remote work affects culture. Regular surveys show levels of engagement, burnout and satisfaction with working conditions. If eNPS is falling and employees complain of isolation, it's time to rethink your approach to communication and team support.
Companies that have successfully adapted their culture to remote work focus on results rather than on controlling processes. They trust employees, give them autonomy in decision-making and create an environment where people can work effectively from anywhere in the world.
Mistakes in shaping corporate culture
Even with the right approach, companies make mistakes that hinder the development of their culture.
Mistake 1: a gap between words and actions
The company declares one set of values, but managers act differently. This destroys trust and demotivates the team.
Mistake 2: ignoring feedback
If employees raise problems but nothing changes, they stop believing they can influence the situation.
Mistake 3: copying someone else's culture
What works in one company may not suit another. Culture should reflect the specifics of the business and the team.
Mistake 4: no measurement
Without data, it's impossible to tell whether the culture is developing or stagnating. Regular surveys and analysis of indicators are essential.
Mistake 5: imposing culture from the top
Culture isn't created by directives but by management and employees working together. It's important to involve the team in discussing changes.
Another common problem is silo culture, when departments work in isolation and don't see the company's common goals. This leads to duplicated effort, conflicts and lower efficiency.
