The term corporate culture is so broad and overused that it seems to encompass almost everything while meaning very little. Its evolution tells a fascinating story in which social change, technological revolutions and entrepreneurial visions intersect, reflecting what was happening beyond the office walls.
Starched collars and an equally rigid organisational culture altrettanto rigida were the legacy of the 1960s, when the concept of corporate culture was only just beginning to emerge. In the following decade, this outlook gave way to the legacy of 1968: more women in management roles and greater protections for workers, while the hippy movement influenced the dress code.
Production bonuses, the drive to reduce costs and the need to “generate revenue” were the contributions of the 1980s and 1990s; a far cry from the sense of belonging and shared purpose advocated by corporate culture theorists.
However, it is the rise of start-ups in Silicon Valley, and their influence from across the Atlantic, that has brought companies’ social responsibilities and personal responsibilities more sharply into question.
What is corporate culture?
By corporate culture we mean a set of theoretical and practical elements that enable employees and stakeholders to identify and adopt the company’s core values. Edgar H. Schein, one of the leading authorities on the subject, maintained that understanding organisational culture was the only way to understand a company.
However, we should not think of it as the rationalisation of an idea; corporate culture begins to take shape even before the company is established, drawing on the values, ideas and objectives of those who conceived it. It is only when people begin to fill the offices that it takes form and becomes firmly established.
culture at HRMOur philosophy
Our vision is based on three pillars: transparency, personalised training and dedication, which come together with the aim of recognising and developing each individual's personal qualities within the group.
Transparency and collaboration
Synonymous with clarity, from an HR perspective, transparency provides an open window into our offices. Contracts, benefits and projects are presented in a clear and accessible way. By setting out expectations and listening to those of our colleagues, we can avoid misunderstandings and conflicts, creating a working environment where decisions are based on collaboration. New technologies are useful in achieving this, facilitating communication and information sharing.
Personalised Training for Development
“Culture eats strategy for breakfast” is a well-known quotation attributed to management consultant and author Peter Drucker, highlighting how an accountability-based culture provides a more reliable route to organisational success.
Training at HRM is conceived like a tailored garment, made to measure for each individual. Rather than generic training, it is a programme designed to develop specific skills in line with current projects and individual characteristics.
The driving force – Dedication
It is about dedication to the projects we undertake, but first and foremost to the people who work with us. By caring for our colleagues not only as professional resources, but primarily as individuals, with a deep understanding of each person’s value beyond their professional skills, we can support their individual development and build a cohesive team.
Organisational culture and social responsibility
To develop an organisational culture that is robust and dynamic, we need to recognise our core values as central without treating them as rigid. Flexibility is key to adapting to a fluid and evolving environment such as the labour market.
While business success undeniably depends on the numbers, it is equally true that productivity is directly proportional to individual wellbeing within the group, resulting from a working environment that nurtures and values each individual's potential.
Recognising our sociocultural responsibility as a company is essential today. A company with a strong corporate culture and an awareness of its impact on society acts as a catalyst for social progress. By fostering a positive and inclusive working environment, we not only improve our employees’ quality of life, but also help shape a fairer society. This awareness of our social role therefore becomes a powerful means of promoting the values of fairness and wellbeing, generating a positive impact that extends well beyond the workplace.
