An Interview with Eric : Workplace Cultural Expert Revises Your Work Schedule
An Interview with Eric : Workplace Cultural Expert Revises Your Work Schedule
  • Monica Younsoo Chung/ Canada
  • 승인 2018.05.05 09:16
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Fortune Magazine says that the top two places to work in America this year are Salesforce (1) and Wegmans (2). A best culture would be one that is universally the greatest place to work for everyone. Exemplufied by Wegmans and Salesforce, there is no ‘best’ place to work. Instead, we need to be talking about an optimized culture, one that is best for the people that currently or want to work there. If we can be intentional about the culture we want to create and differentiate it from our competitors, we’re on the right track.

Eric Termuende is on a mission to change the way about work as a bestselling author, speaker, and entrepreneur.  Eric  said "We’ll start to see that companies differentiators are going to be their biggest strength, and not a weakness. No everyone wants to work at Google, drive a truck, be a teacher, forester, or accountant, but countless people still want to be each one. If we realize that we aren’t trying to appeal to everyone, and just those who want the experience we are offing, I believe we’ll all be better off." 

Korea IT Times had an interview with Eric Termuende who is an Author, Entrepreneur and co-founder of NoW Innovations.  Eric is building a virtual summit with some of the biggest, most forward thinking companies in North America, including Amazon, Unilever, Microsoft, SAP, Samsung, Unbounce, and many others. 

What is the difference between an optimized and best culture?

Fortune Magazine says that the top two places to work in America this year are Salesforce (1) and Wegmans (2). A best culture would be one that is universally the greatest place to work for everyone. Exemplufied by Wegmans and Salesforce, there is no ‘best’ place to work. Instead, we need to be talking about an optimized culture, one that is best for the people that currently or want to work there. If we can be intentional about the culture we want to create and differentiate it from our competitors, we’re on the right track.

How do we create an optimized culture?

What needs to happen is that the experience that employees realize while in the job needs to match the desired or stated experience from senior leadership. The best way to understand what employees are experiencing is to ask them via survey and compare the results with where the company wants to be and to start making change. Rarely are surveys acted on and as a result, engagement when asked to complete them is low. Show that you care and want to make change and people will start to be engaged again

Whose responsibility is culture development?

I believe that the impetus for change is top-down, but execution on change is driven bottom-up. Sure, the HR person driving the initiative needs buy-in, but even if not, and there is little to no budget, showing empathy and curiosity, and allowing people to have a voice and contribute their ideas is a great start.

How do we measure the work done for HR?

HR is generally viewed as a cost-center and not an investment-center. If we shift to an investment-center, we can start measuring the investment we make on employees and measure productivity, belonging, trust, financial performance, tenure, and so on. Data analytics is huge right now and if I’m right, the focus on people analytics is going to exponentially increase in the months and years to come.

How do we change the way HR is viewed?

HR is going through a massive shift right now from something that used to be payroll, benefits, holidays, attraction, and retention of staff, to more of a VP Internal role where people are being managed and utilized more like humans and for the real impact they have on the company. I believe we change the general view of HR by putting more numbers behind the work these professional do and show the massive impact they have on the company and its bottom line.

What can we do today to start?

Two words I often use are empathetic and curious. If there is no budget, no buy-in, and no impetus for change, caring for what people have to say and the ideas they have is where we can start. At the basis of all human need, we crave acknowledgement, respect, appreciation, and to belong and each of these are something we can improve on a personal, one-on-one basis.

How will culture change in the next 5 years?

I think we’ll start to see that companies differentiators are going to be their biggest strength, and not a weakness. No everyone wants to work at Google, drive a truck, be a teacher, forester, or accountant, but countless people still want to be each one. If we realize that we aren’t trying to appeal to everyone, and just those who want the experience we are offing, I believe we’ll all be better off.

 


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