LIVE WEBINAR: The State of Corporate Culture
August 28th at 2PM EST
10 Keys to Nurturing a Performance Based Corporate Culture
The phrase “corporate culture” elicits many questions. How do we define it? Once we do, can we successfully measure and manage it? If so, how? Does it include the mission of the company, or benefits provided by the organization? If culture is so important, do organizations have budgets to spend against it and where does that budget sit?
To help answer these and other questions, HR.com partnered with Humantelligence to conduct a study with 537 HR executives across virtually every industry. For the purposes of this study, we define corporate culture as “the behaviors, motivators, values, and work styles of a team, a group of teams and/or an organization as a whole.” We believe that culture tends to present itself within the processes of an organization.
To gain a better understanding how culture is managed, we will reveal the follow findings:
- Perceived success of culture management and its level of importance to organizations
- Clarity with which organizations define and understand culture
- Culture’s level of consistency across departments and job levels
- Culture management and measurement strategies
- Prevalence of culture-related budgets spending
- Culture-management practices that seem most closely associated with success
Chief Executive Officer, Humantelligence
Juan is the CEO of Humantelligence. His experience in human capital advising was developed while a partner at Korn/Ferry International and Heidrick & Struggles. Previously, he had a global career as a general manager (US, France, Germany, Brazil, Mexico, Argentina, Dubai). He also worked at Siebel Systems (now Oracle) and at Procter & Gamble, in both the US and Latin America. While at Puma, AG, as Chief Marketing Officer & Strategy Officer based in Germany, he was responsible for re-launching the Puma sports brand globally.
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