Hi,
I am working in an FMCG company as an HR supervisor. I want to know how to establish a cooperative and interdependent culture within the organization, especially when employees come from diverse and different cultures. The trust level needs to be improved, and mutual respect among employees needs to be enhanced. It is essential for people to realize that teamwork is the only way to achieve organizational goals. Employees need to start taking ownership and responsibility to accomplish the given tasks effectively.
I kindly request you to share your thoughts and ideas that can support this.
Regards,
Syed Kazmi
+971-503677185
From United Arab Emirates, Sharjah
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I am working in an FMCG company as an HR supervisor. I want to know how to establish a cooperative and interdependent culture within the organization, especially when employees come from diverse and different cultures. The trust level needs to be improved, and mutual respect among employees needs to be enhanced. It is essential for people to realize that teamwork is the only way to achieve organizational goals. Employees need to start taking ownership and responsibility to accomplish the given tasks effectively.
I kindly request you to share your thoughts and ideas that can support this.
Regards,
Syed Kazmi
+971-503677185
From United Arab Emirates, Sharjah
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Dear Syed,
I have provided my comments for similar queries in the past. Please click the following links:
- https://www.citehr.com/401810-how-im...ml#post1830903
- #post464278
Changing the organizational culture of the company is your leadership's job, not yours. As an HR professional, you can only be a facilitator. It is crucial to note that a facilitator cannot be an originator, and that is the crux of the matter! For any further doubts, feel free to contact me.
Thanks,
Dinesh Divekar
From India, Bangalore
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8223I have provided my comments for similar queries in the past. Please click the following links:
- https://www.citehr.com/401810-how-im...ml#post1830903
- #post464278
Changing the organizational culture of the company is your leadership's job, not yours. As an HR professional, you can only be a facilitator. It is crucial to note that a facilitator cannot be an originator, and that is the crux of the matter! For any further doubts, feel free to contact me.
Thanks,
Dinesh Divekar
From India, Bangalore
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Hi Dinesh,
Thank you so much for your valuable suggestion/comment. You rightly said, and I also agree. But I am exploring if there are any other aspects that can cover the window.
Regards,
Syed Kazmi
From United Arab Emirates, Sharjah
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Thank you so much for your valuable suggestion/comment. You rightly said, and I also agree. But I am exploring if there are any other aspects that can cover the window.
Regards,
Syed Kazmi
From United Arab Emirates, Sharjah
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Ok. You will get elaborate reply. Please wait. Right now am little busy. Dinesh V Divekar
From India, Bangalore
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From India, Bangalore
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Dear Syed,
Ok. You wanted to do whatever HR can do? Fine. Go through the following points:
a) If you wish to create an interdependent and cooperative culture, then first and foremost, you should ensure that all the departments are treated equally. There should not be a whip hand of any department.
b) Secondly, focus on creating a culture of performance. People should speak through their performance. They should be retained for their performance.
c) Create a strong induction training. Show the videos of the current or past employees wherein the newcomers get examples of the contribution by the employees from all the departments in the development of the company. As a part of the induction, you can also give examples of employees who have lived with values and improved the brand image of the company.
d) You may make job rotation compulsory. After every three years, each person should work in some other department for at least three months. This will help them understand the work and intricacies of other departments.
e) You can make a policy on job rotation within the same department also. I have seen in many companies how work becomes person-centric. People become egotistic because they start thinking there is no replacement for them and the certain work will come to a standstill in their absence. Therefore, every department should have a proper process manual.
f) The next thing you can do is to create SOPs for all the departments. Work should be carried out as per SOP. No person should have the authority to change the SOP. Many times when a person at the top like VP or Director changes, they start making their rules and regulations. They make their own SOPs as well. This should be forbidden.
g) Many times posts on this forum have occurred that show how problems happen when proper HR policies are not there. I can quote examples of "Personal Question By Colleagues? - Business Etiquettes" or "Company Assets Policy - Fixed Asset Register".
h) The next thing you can do is to create an atmosphere of justice. Follow the principles of justice while dealing with the cases of discipline. There should be no room for on-spot dismissal. You should implement progress discipline while dealing with indiscipline.
i) High standards of recruitment are another way of shaping the culture. Remember, the quality of the goods and services depends on the quality of the manpower the company has.
j) Next, imbibe in the employees that they are the real brand ambassadors of the company. What they do and what they do not do enhances or reduces the brand image of the company. For outsiders, all the employees are the same.
k) Lastly, what I will tell you now is very difficult but not impossible. To foster a culture of cooperation, your managers should know how to avoid any negative conflict and substitute positive conflict in its place. This is much easier said than done as it requires tremendous maturity. For this, you need to ensure that some professional trainer trains them on "Conflict Handling Skills". I have done this training for a couple of my clients. If you wish, you can organize my training for your managers.
The key to cooperation lies not in qualification or experience but "maturity" of your managers. A person may be well-qualified and may have long service but may not be that mature. All the troubles start with immature thinking or behavior.
All the best!
Dinesh V Divekar
From India, Bangalore
Acknowledge(0)Amend(0)
Ok. You wanted to do whatever HR can do? Fine. Go through the following points:
a) If you wish to create an interdependent and cooperative culture, then first and foremost, you should ensure that all the departments are treated equally. There should not be a whip hand of any department.
b) Secondly, focus on creating a culture of performance. People should speak through their performance. They should be retained for their performance.
c) Create a strong induction training. Show the videos of the current or past employees wherein the newcomers get examples of the contribution by the employees from all the departments in the development of the company. As a part of the induction, you can also give examples of employees who have lived with values and improved the brand image of the company.
d) You may make job rotation compulsory. After every three years, each person should work in some other department for at least three months. This will help them understand the work and intricacies of other departments.
e) You can make a policy on job rotation within the same department also. I have seen in many companies how work becomes person-centric. People become egotistic because they start thinking there is no replacement for them and the certain work will come to a standstill in their absence. Therefore, every department should have a proper process manual.
f) The next thing you can do is to create SOPs for all the departments. Work should be carried out as per SOP. No person should have the authority to change the SOP. Many times when a person at the top like VP or Director changes, they start making their rules and regulations. They make their own SOPs as well. This should be forbidden.
g) Many times posts on this forum have occurred that show how problems happen when proper HR policies are not there. I can quote examples of "Personal Question By Colleagues? - Business Etiquettes" or "Company Assets Policy - Fixed Asset Register".
h) The next thing you can do is to create an atmosphere of justice. Follow the principles of justice while dealing with the cases of discipline. There should be no room for on-spot dismissal. You should implement progress discipline while dealing with indiscipline.
i) High standards of recruitment are another way of shaping the culture. Remember, the quality of the goods and services depends on the quality of the manpower the company has.
j) Next, imbibe in the employees that they are the real brand ambassadors of the company. What they do and what they do not do enhances or reduces the brand image of the company. For outsiders, all the employees are the same.
k) Lastly, what I will tell you now is very difficult but not impossible. To foster a culture of cooperation, your managers should know how to avoid any negative conflict and substitute positive conflict in its place. This is much easier said than done as it requires tremendous maturity. For this, you need to ensure that some professional trainer trains them on "Conflict Handling Skills". I have done this training for a couple of my clients. If you wish, you can organize my training for your managers.
The key to cooperation lies not in qualification or experience but "maturity" of your managers. A person may be well-qualified and may have long service but may not be that mature. All the troubles start with immature thinking or behavior.
All the best!
Dinesh V Divekar
From India, Bangalore
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