But how does culture really impact the one things managers really care about – employee performance?
There are some direct links between company culture, employee engagement and employee performance. Tiny Pulse Employee Engagement Report of 2019 throws light on this correlation. In this survey, employees all around the world were asked to self assess their own performance over the last six months and rate it. They then asked a variety of questions to the employees around their employee experience.
Low support translates to low-performance levels
Employees seek support from their managers, peers, and organization, in general, to be able to do their best. Today’s competitive times demand a lot from employees and today’s employees are ones who seek out challenges on a daily basis. But they also require support in terms of mentoring, guidance or access to resources to be able to give their best to the task at hand. And high performers are usually those who get this kind of support from their organization.
On the other end of this spectrum are employees with low performance who have reported a dip in the level of organizational support by 22%. Support thus means a lot and can really change the game when it comes to optimum performance levels to drive company growth.
Happy workers are high performers
According to the survey, high performers are roughly 15 percent happier at work than low performers. A happy employee is one who likes the work she does, feels like she is creating a value that matters, feels fulfilled by her job and receives the support and growth she desires as a professional. If someone is happy at work, their productivity can increase by up to 12 percent (Study by the University of Warwick).
Happiness can mean different things to different people as it is such a personal matter. So a one-size-fits-all approach is definitely not going to work. What really would matter is trying to get the pulse checked, every once in a while through surveys or one-on-ones. And then choose solutions that cater to every employee’s needs and aspirations.
High performers feel like they matter
Employee recognition is a vital tool for organizations to take up as a strategy as it is way more important than you might think. The more valued and recognized an employee feels the more likely she will be to be happy in her job. This again will translate into higher productivity.
It is no longer just about salary and health benefits. Reward and recognition strategies must incorporate way more into it in the likes of learning, offering flexible options, being fair and offering regular feedback. The longer organizations delay understanding the preferences of their workforce, the higher the losses from employee turnover and disengagement will be.
Work-life balance is a crucial indicator of employee performance
The workforce today is overwhelmed with information. Mobile devices, tablets, work desktops, meetings, products, clients, the list is endless! A balance between work and life is all the more important as the line separating the two seems to be getting blurred with each passing day.
There is a direct relationship between work-life balance and employee engagement. The Corporate Executive Board which represents 80% of the Fortune 500 companies, found that employees who believe that they have good work-life balance work 21% harder than those who don’t. The negative effect of a work-life conflict leads to a reduced effort at work, lower performance and increased absenteeism and turnover (Anderson, Coffey, Byerly, 2002), reduced health and energy (Frone, Rusee, Barned, 1996), and increased stress and burnout (Anderson et al, 2002).
These results give rise to many more questions as well as opportunities for companies to tap on their talent. Providing support and encouragement where needed, focusing on recognizing the contribution every once in a while, keeping a pulse on employee happiness and finding ways of wellness to help achieve a healthy work-life balance need to be focused upon as strategies by leaders.