The ‘corporate village’ and the bottom line

Handshake with respect of business leader and happy person vector illustration. Cartoon team of greeting colleagues applauding to young woman, praise success scene at corporate office workplace

Gallup’s recently published book, “Culture Shock,” makes a number of critical, research-based arguments for the importance of creating a corporate village culture that supports, nurtures and involves its talented employees.

Some of the advantages of a workforce that believes their organization cares about their wellbeing are:

1. 3 times more likely to be engaged at work.
2. 69 percent less likely to actively search for a new job.
3. 71 percent less likely to report experiencing burnout.
4. 5 times more likely to trust their organization’s leaders.
5. 36 percent more likely to be thriving in their overall lives.

It’s in the numbers. The “corporate village” where managers, chief learning officers and top executives work focus on their talent increases retention, engagement and successful business relationships. Learn more in CLO’s recent article by Dr. Rosina Racioppi, leadership expert and CEO of WOMEN Unlimited, Inc.

In my previous column, I emphasized the importance of establishing a “corporate village” where managers, chief learning officers and top executives work in sync to attract and retain female talent. In this column, I’d like to take the corporate village analogy a step further and look at the relationship between an engaged female workforce and corporate success.

Although never using the term “corporate village,” a recently released Gallup book, “Culture Shock,” makes a number of critical, research-based arguments for the importance of creating a corporate village culture that supports, nurtures and involves its talented employees.

Bottom-line ramifications of a missing corporate village culture

“Culture Shock,” in surveying thousands of employees, found some troubling numbers on how organizations have backtracked since the pandemic — how they have moved away from providing the corporate village that makes employees feel supported, nurtured and promotable. Most significant in this shift is a growing demand for a return to working on site.

During the pandemic, when employees had the flexibility of at-home work, 49 percent of surveyed employees felt their employers cared about their wellbeing. Since then, that number has plummeted to 24 percent. The ramifications are numerous and detrimental to corporate growth and profitability. Most notably, “Culture Shock” makes a convincing connection between the decrease in employee sense of belonging and the decrease in customer satisfaction. Not surprisingly, when employees feel alienated from their employers, they are less likely to go the extra mile for their customers.

Conversely, “Culture Shock” points out the advantages of a workforce that believes their organization cares about their wellbeing:

1. 3 times more likely to be engaged at work.
2. 69 percent less likely to actively search for a new job.
3. 71 percent less likely to report experiencing burnout.
4. 5 times more likely to trust their organization’s leaders.
5. 36 percent more likely to be thriving in their overall lives.

3 ways a “corporate village” culture can help turn the tide

As I have previously emphasized, setting up a corporate village is not a one and done. It takes an organizationwide shift in attitudes and initiatives. By re-thinking corporate culture, the corporate village approach jump starts changes needed to re-align employees — especially female talent — with the organization and its customers.

A few examples of effective corporate village approaches:

1. Drive changes that encourage an “us” attitude. “Us” against “them” attitudes are an underlying indicator of employee dissatisfaction and feelings of not belonging. Organizations need to reinstate a sense of “we are all in this together.”

Major strategies for achieving that goal include providing formal and informal development initiatives, offering regular career-boosting feedback, creating opportunities for women to be noticed by organizational leaders and giving women stretch assignments even when they may not think they are ready.

2. Eliminate in-office mandates. As shown in “Culture Shock,” a mandate to return to in-office work is a key factor in the drop in employees feeling cared for by their organizations. This in-office requirement is especially burdensome for women who often are juggling home and work responsibilities far more than their male colleagues.
By giving women more autonomy regarding where they work and by making them part of the decision making process about when they need to be on site and by understanding the multi-faceted demands on them, organizations will increase buy-in from women at all levels.

3. Help women find their strengths and unleash them corporately. As I mentioned in my previous column, managers are pivotal in making change happen. They can be both coaches and cheerleaders. By really knowing the women on their teams, their capabilities and their aspirations, managers can guide their female talent to align their strengths with corporate goals.

When that happens, the positive reinforcement the women receive in terms of affirmation and ultimately career advancement are ongoing antidotes to feeling detached and not valued.
As “Culture Shock” points out, increasing customer loyalty and satisfaction requires increasing employee loyalty and satisfaction. A “corporate village” culture can be the driving force for both.

Gallup’s book, “Culture Shock,” points to research-based arguments for creating a corporate village culture that supports, nurtures and involves its talented employees. Read CLO’s recent article by Dr. Rosina Racioppi.