Shaping corporate culture is a difficult process. How do leaders assess and govern culture? And even more challenging, how do they transform culture? Over the past few years we have seen the title shift of many “HR” managers to directors of “People & Culture”. But how exactly do leaders and HR managers influence and direct culture change?
Over the past few years we have seen HR managers shift their title to directors of “People & Culture”. At the same time, scrutiny into ethical failures across many industries has been prompting leaders to re-think how they assess and govern organisational culture.
Dr Louise Parkes has previously shared our research findings regarding the current state of diversity and key drivers for improving workplace diversity in a breakfast event.
Thanks to advancements in technology, there is an explosion of data being collected from us daily. Common websites such as Google, Facebook and YouTube have your browsing preferences recorded in a background system, which is then used to inform the newsfeed that appears on subsequent webpages.
In 2018, Afford was named Voice Project’s Change Challenge award winner for the large organisation category. It was a truly remarkable achievement for Afford, who in the space of just two years transformed the work environment for their 1300 strong workforce.
We are regularly seeing cases of questionable leadership in the media. With the discoveries made by the recent Royal Commissions, the #metoo movement, Trump scandals and the Liberal Party spill, a renewed emphasis and stronger focus on ethical leadership has never been more important.
We are sometimes asked “What are the risks of people completing multiple surveys, or unintended people taking part, in an employee survey or customer survey?”. The concern behind this question is usually that some people might take part in a survey with malicious intent to influence the survey results.