HR Corner Creating a cultural revolution by Charles Mak By having a well-defined corporate culture, companies can give staff clear values and a sense of direction In any organisation, the boss will, by definition, exercise a considerable influence over policy and day-to-day operations. In an SME, however, where the role is that much more hands-on, company culture often evolves as a direct reflection of the leader's personal principles and core values. Simon Mak, the managing director of garment manufacturer and exporter M.R. Simak Ltd, is well aware of that. He says he has always sought to emphasise certain essential qualities, but also recognised the importance of moving with the times and remaining open to external influences. "Since I took the company under my wing, we have consistently valued sincerity and commitment, which is sometimes easier said than done," he notes. "However, we also realise it is essential to respond to change." Therefore, a few years ago, Mr Mak called in an external consultant and held discussions with staff. The aim was to re-examine shared values and establish the framework for a stronger corporate culture, with which everyone could identify. "We wanted staff to embrace and advocate the same concepts because it is our aim to grow together," he says. The impact of this programme has already been seen in several ways. Decisions once left to individuals, who relied on experience or gut feeling, are now taken objectively and in line with clear procedures. The approach is more rational and allows different parties to have a say in analysing common problems. With plans for business expansion, Mr Mak was also keen to understand what clients and other stakeholders expected of the company. "We wanted to hear about new ideas and methodologies," he says. "It was important not simply to stick to our old ways because, doing that, employees would have few opportunities to learn and the business might easily fail." Experiencing things and making them happen can move us closer to our goals Unified purpose The intention was to create a culture which gave a unity of overall purpose, but allowed for local differences in, for example, the branch office in Shenzhen or business units in Europe. Understanding was improved by having regular exchanges in conferences and seminars, and by means of job rotations and site inspections. Department managers took responsibility for chairing monthly meetings, and Mr Mak deliberately did not attend. "This meant staff felt free to state their opinions and obliged them to come up with solutions," he explains. "That way, they had to take ownership and could not expect me to make all the decisions." As a result, managers and employees have learned to think more strategically and become more effective decision-makers. The nature of the garment business involves dealing with clients around the world and the long hours that inevitably go with that. Overtime cannot be avoided, but Mr Mak tries to minimise the problem by training staff in time management and how to prioritise effectively. He says that Simak has always viewed staff welfare as a key concern. Communication channels If difficulties persist, employees at all levels have channels to convey their views to management. These include annual staff meetings and an open invitation to send emails directly to Mr Mak, when special assistance is needed. To help in maintaining a work-life balance, the company has also set up a fund to pay for staff to pursue interests such as painting, singing and photography. There is also an initiative to support continuing education. "It's the thought that counts," says Mr Mak. "We want staff to enjoy their work and to get as much as possible from life outside the workplace." He firmly believes that people who are interested in the actualisation, implementation and execution of ideas are most likely to succeed in business and in life. "Experiencing things and making them happen can move us closer to our goals," he says. "In a company, it's difficult to do that without the right kind of culture, which acts as a blueprint to guide employees. We intend to keep fine-tuning our culture, since we are always learning and know that there's no end to the search for improvement." Salient points A well-defined corporate culture helps staff deal with matters objectively and more rationally It is vital to note the needs of employees, clients and other stakeholders New ideas and methodologies should be adopted, so things do not remain static Managers and staff must be encouraged to take ownership of problems and accept responsibility The corporate culture should recognise the importance of a work-life balance and support interests outside the workplace Taken from Career Times 24 March 2006, p. A17 Your comments are welcome at [email protected]