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5 methods for creating a people-centric company culture

5 methods for creating a people-centric company culture

People are a company's most valuable asset. However, there is a substantial difference between people-centric and non-people-centric organizations, which largely determine the company's overall growth.

A firm with a people-centric culture strives to put people at the center of everything it does, including discussing suggestions for improvement and take necessary actions. It promotes a culture of trust, respect, transparency, and fairness. It empowers workers to work independently and participate towards the company's success. Employees' bonds with the organisation are strengthened significantly in an environment where they are heard and acknowledged. Employees at such organisations get linked with the company's goals and values and work tirelessly to achieve these goals.

Here are five critical strategies for organizations to develop and sustain a people-centric culture:

» 1 Recruit a person for his/her values, not roles

It's difficult to find people who meet all of a job's requirements. Even if we find someone with the necessary talents, he may not respect the company's values. It becomes practically difficult for the founders to attend every interview as the firm increases in size. At this stage, a committee of leaders should be formed to evaluate candidates based on their beliefs and whether or not they would fit into the organization's culture. This will guarantee that every employee hired by the company has the same goal as the organization.

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» 2 Transparent communication and decision-making by a group of people.

Many businesses operate on a trickle-down model, in which information and decisions are passed down from upper management to lower junior level teams. Certain employees who are not kept informed may not align with organizational decisions. As a result, information is controlled by a small number of people, resulting in a lack of openness and confidence among employees.

People must have open and transparent access to information. People will be more empowered if communication is open, honest, and straightforward. A business that involves its people in various decision-making processes will always be ahead of the curve. Employees should be involved more regularly and decisions should be made collectively, whether discussing on how to develop the company's mission statement, strategies to promote work-life balance, achieving customer expectations, or project deadlines.

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» 3 Trust your people

Trust your team's decisions, even if they differ from your own. Micromanaging your people in any form, whether direct or indirect, will never result in a human-cantered culture. Allow people to make errors as long as they have a mind-set of learning and improvement. When you put your faith in your people, it raises their morale, which helps your organization grow.

» 4 Set clear expectations

When a person starts, he will need some time to adjust to his new position. An organisation that establishes clear expectations early on ensures that it and the employee are on the same page as time passes. A planned induction procedure can assist new hires in immediately connecting with other teams and better understanding their positions. A 90-day 'target setting' programme could be implemented, in which newcomers learn about job-specific and general objectives in collaboration with their supervisor. After 45 days and 90 days, this should be revisited to determine a future course of action.

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» 5 Recognition in the Team

Feel proud in your people and take a moment to congratulate them on their accomplishments. The motto should be "a firm that celebrates together stays together." You must learn to celebrate personal accomplishments of people, such as someone winning a singing competition, someone becoming a parent, someone getting engaged, and so on, in addition to financial, service, or career-related success. These small actions go a long way in instilling employee loyalty and maintaining the employer-employee bond.

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Conclusion:

The creation of a people-centric culture is a continuous activity for organizations. Sometimes organizations get it entirely wrong, and other times they get it right. However, the ultimate objective should be constant learning and robust recovery from bad decisions. An organization that values its people will always pursue new methods to keep its employees happy and celebrate their accomplishments from time to time.

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Paulami Chatterjee