Inside Business Africa INSIDE BUSINESS AFRICA AUGUST 16 2017 1cdr - Page 11

I N S I D E B U S I N E S S A F R I C A Organisation & People July 30 - August 13, 2017 The Critical View Improving Company Culture Is Not About Providing Free Snacks W hat's the difference between culture and employee engagement? It's a good question. Many people use the two terms interchangeably. In their minds, the ter m company culture is synonymous with free food, foosball tables, and other workplace perks deemed to improve the employee experience, increase satisfaction, and drive greater commitment to the company. There is, of course, a lot more to employee eng agement than wo r k p l a c e g o o d i e s. E m p l oy e e engagement surveys typically ask about factors such as empowerment to make decisions, freedom to innovate, and work-life balance. There is some evidence to suggest that high scores on these issues make a difference to a company's bottom line. According to Gallup's 2016 Q12 Meta-Analysis report, business units in the top quartile in terms of employee engagement outperformed business units in the bottom quartile by 21 percent in profitability. However, simply changing a culture in an effort to improve employee engagement won't necessarily lead to improved business performance. In fact, treating engagement as the goal of culture evolution can have a negative impact. That's because although there are widely recognized drivers of engagement that are independent of strategy or industry, the cultural drivers of success differ widely from company to company. The same behavior can drive success at one company while hampering success at another (see exhibit). We've learned through our work at the Katzenbach Center that the key to unlocking performance via organizational culture is to align company culture to business priorities. This requires the selection of a "critical few" behaviors that enable the desired business Alice Zhou outcomes. When these behaviors are coupled with structural and process changes that support them, the entirety of these changes have an impact on the employee experience. Using culture to drive performance thus requires emphasizing elements of the employee experience compatible with desired business outcomes, and downplaying non-compatible elements. Whether the elements of the employee experience that drive performance also drive increased engagement is of secondary importance. Employee engagement should be regarded 2'&GV7B`7VGW&RWfWFVff'G2&FW"FFv&RvbFV6f7BfrGW7G'ƖR66VFFBW7B6FVW6ǐ6RWvFWrB&WGFW"&GV7G0VVG2FV6W&vR&6FrBf7@3P@fW&RF7"WFfRFV6r6W2ƖRf6V&7V66VVBfֆW&&667VGW&Rv6FfGV2&RVvW&VBF7VWG'WrFV2ff7BBFW&FRB0V7F6VRr7VGW&RF@V6W&vW2FW6R&Vf'2vVB&P&FVvvrB&GV7FfR'WBf"6&VwVFVB6Ɩ6RЦf7W6VBGW7G'7V62WFƗGF@W&FW2V6V"vW"G27VGW&PW7B7G&W72&6W72FW&V6R@&Vf'2FB7G&W72&WfVF@6fWGFB6FWBFW&6Rf fW&R2WG&VVǒrFVvf7W26Ɩ6R2gFV6VV0FVFW2BB6GV6fRFVVPVvvVVBvVW&B6P6W2B2fW'V6V6W76'f W&f&6RB7W'ff’WBw2FR6RFW"WW266&FrFt2w2#rVVPVvvVVBG66R7GVGFPV&W"R'7F6RFB7&VFW2G&VRw2VvvVVB2&Fpv&f"FW'2FB2B'Bbא""'WBf7Bfr7&VFfPVf&VG2Rr7F'GW2ЦG2FV67VGW&Rv6WfW'RFW2WfW'Fr2gFVV6W76'f"&Bw&wF6֖&ǒb62W'7Vrr67B7G&FVwG27VGW&R6V@V6R&Vf'2&VBvw&W76fP67B6G&6VFr6rFvVVRWV6W26pVVW2Fv266RFP6VW7BV2bG&fVFrffRЦW"'W2g&v6wFFWp&7FVBbFRRֆW"6WGFR0VƖVǒF7&V6RVvvVVB'WB@2667FVBvFFR6w07G&FVwB&RV6W76'f W&f&6R6V&ǒFRV6W76'7&F6&Vf'2FBG&fRW&f&6P7VGW&RWfWFVff'B&PF7F7Bg&&Vf'2F@&fRVVRVvvVVBb6W'6RG&frW&f&6PF&Vv7VGW&R2BWGVǐW6W6fRvFG&fpVvvVVBFVǒFR7&F6fWr&Vf'2B&VFV@7G'V7GW&&6W726vW2F@2BR"R2R22b"2g&6&W'@Vǒ3VwW7B2#p6FVB%vRVVBF&VƗ6RFBR'WBW0vFWfVg&6BbvRF@fW7BW"6FVBFW'2v@fRFR6fFV6RF6fW7Bg&6"R62FVvFW2f"fW7F'0VVVRw26VG26R2FFg&67VF7f&U6w2F@f&VvfW7FVB&V7G2g&6fV'"2RfW"FR6W'6Rb#bFRG&v2GG&'WFVBF6Vvv6V6֖2w&wF7&726RWV6֖W2BFW&FR&V6fW'6FG&6W26RǗ7G2&R66W&VBFBFPfW7FVB6V26GVRFFЧ&fFR6V7F"&WF&26VG&W27V626WFg&6BvW&@ƗF67F&ƗGWFBFPFV7&F2&WV&Ɩ2b6vE$2आvWfW"FRV'2Fw26&F6֗76W2F2Ǘ62$FBFFRBW62g&62GW&VBF7F7FǒF&fFP6V7F"Rv2fRFR6GVFvW&RVR&RVFW"FPvfW&VB"FR&fFR6V7F"f vFWfW"&&V2FR'F@Fr2FBvfW&VBBFR&fFP6V7F"v&2FvWFW"F6fP&&V2"VVVR62$vfW&VBW7B&VƗ6RFBvB0vBf"FR&fFR6V7F"26v@f"66WG $g&66VG&W26&7B&fFP6V7F"fW7FVB'7&VFrFR&v@Vf&VBv6V2Ɩ7667FV77&VF&R&VwVF26V7W&GBvW""RFG2%vRv@g&6vfW&VG2FF6WFp&WBFRVvRvW"FVf6Bg&6आvWfW"vfW&VBR6BfFRvW"77VRRBVVG2&fFP6V7F"&6rBWW'F6RFPFW6RvW"&V7G2&VƗG 66&FrFVVVRFR&v@'W6W72Vf&VB2WFFP7V66W72b4W2bFPVG&W&VWW'2vfR'F6FVBFRDTUfRf6VB&626VvW0v6fRFrFFvFFV 7GV'W6W727V626b&VƖ&RVV7G&6G"vFW"F20&VvFVw&F2WF6V7W&rFRgWGW&PFWfVVBbg&666&FrFVVVR$F&VƖWfRFBFRVFW'0&RfrFR&v@F&V7FBFW&R2p&WGFW"6&FF&WGvVVg&66VG&W2 V66WF&RF2FBvR$r6FR'W6W76W27V66VVB@Vw&rFRV6גb6VG'VFW"6FF27V62FW6S6f g&6VFW'2FV"vVF6VB&PG&fV'&fFrFRg&7G'V7GW&PFV7W&RFB4W267V66VVB"60VVVR$rbvRv&FvWFW FRF2VFVvR6Pg&67V66VVB6'BFR ǒ&VB3Rbg&62fP66W72FVV7G&6G6&VBFCPbVR6֖"r֖6P6VG&W2g&FW"&Vv2W@g&7G'V7GW&R2BFRǒ6VvPFrg&6&6FRFV'F`G&FR&WGvVVg&66VG&W22֗76VB'GVGFV&7@w&wF66&FrFVVVRखG&g&6G&FPg&66VG&W2ǒG&FRvF6VG&W2B&Vv2WG6FRFP6FVBvFǒRbG&FPFr6R&WGvVVg&6F2F26&W2VffW&&ǒFWW&RvW&RcRbW'G2vW&PG&FVBvFFR&VvB6vW&RS"RW'G2vW&RG&FVBvFFW"6VG&W2vFFR&VvRbFR&V62g&6w2&VvG&FR26r2&V6W6R7BG&FPvFfW'6V26VG&W22FRW'@b&rFW&27V626W"@&&Rv6&R&&Vǒ&6W76V@vFFR6FVB%FW&Vf&R&GV6rfVRFFV@vG2v66&RG&FVB&WGvVVg&66VG&W22vV2fW'6V06VG&W26VB&R&&Gf g&6vfW&VG2B'W6W72 62VVVR$'WBF26BVP@VFBvRVW&WGW&rFF0FVRvR&fRFR6FVBw0g&7G'V7GW&RW7V6ǒvW" &VvFVw&F2WF6V7W&rFRgWGW&RFWfVVB`g&666&FrFVVVR$F&VƖWfRFBFRVFW'2&RfrFR&vBF&V7FBFW&R2p&WGFW"6&FF&WGvVVg&66VG&W2"R62%vVFP&v6Fbg&6V