New times are being lived, times in which many paradigms are broken. One of them, that of people who spent their entire professional careers in the same company, has been replaced by that of employees seeking new challenges and opportunities, and are not afraid to leave their job if they find a new one that offers them such possibilities. This situation inevitably generates an increase in staff turnover, which can undermine the maintenance of a unique and permanent organizational climate over time. This multiplies one of the main challenges of the human resources departments.
Organizational culture is difficult to define. It is easier to feel it, to live it, than to define it. In general, it could be said that it is the set of business values that define the behavior of each of its employees, becoming daily habits. When you have a strong organizational culture, employees work happier and bring more value to your organization, which invariably impacts business results. In fact, a Gallup study from a few years back found that Fortune 500 companies that had high job satisfaction rates had increased their earnings at a rate four times higher than those companies with low rates.
Many companies limit themselves to placing their mission, vision and values in tables at the entrance to their office, and believe that only by doing so are they maintaining and strengthening the organizational culture. You have to go further, it is not just about having clear corporate policies and values but living them. It is here that the human resources department becomes even more important within the company, directly impacting corporate results with its policies. When this department is really strategic in companies, the people who are linked to the company are recruited and selected for being compatible with such values that the organization preaches, making their organizational culture endure over time.
The organizational culture is the sum of all the people who have passed and who are currently in the company. Hiring people who are capable of living such a culture is essential to make it last. The more a collaborator adapts to the business culture, there will be greater productivity on his part, since he will find personal satisfaction in his daily performance. Companies should hire according to their values, and should not be afraid to untie someone who does not fit into their culture. The benefits of such a decision may not be seen in the short term, but in the long term this will be reflected in the company's results.
In short, living and making the organizational climate of companies lasting, which is based on their values and must be reflected in the behavior of each collaborator, is a point of vital importance for organizational performance. It is here where the human resources department enters to play a leading role, making, through truly strategic recruitment and selection processes and different strengthening activities, that the organizational climate of a company is maintained and lived, and do not be reduced to a table with the mission, vision and values of the company hanging in the reception of the offices.
