Workplace culture is perhaps the most talked about and most underutilized asset within an organization. Imbuing culture through work can increase cultural connectivity by up to 43%, but new research shows that many organizations struggle to manage this important intangible aspect of the workplace. I am. As HR processes become increasingly digital, talking about the importance of preserving culture takes on new importance.
To explore how culture connects to business goals and how HR leaders can strengthen workplace culture to achieve important goals, People Matters and Akrivia HCM collaborate with businesses across a variety of industries to explore We’ve put together an insightful webinar with leaders and experts. Panelists discussed how organizations can leverage technology to strengthen connections, leverage people analytics to develop employee-centric strategies, and maintain the human touch in an increasingly digital workplace.Panelists included: Divkiran Kathuria, Global Director – Talent, Seagate Technology; Yashveer Singh, Head of Marketing and Associate Director of Sales, Akrivia HCM; Bhukya Rahul, HR Manager – Apollo Health and Lifestyle Limited, Transformation and Analytics and Amit Mayekar, HRBP Leader, Caratlane.
Here are some key insights from our conversation.
Strengthening organizational culture and aligning it with business goals is a top priority
Dibkiran said HR leaders must lead by example to develop talent in a skills-based economy, leverage technology to improve the employee experience, and ensure overall engagement and cultural development in the workplace. I started the discussion by saying yes. With Seagate’s complex manufacturing and technology operations, the company has built a culture centered around his three I’s of innovation, inclusion, and integrity. Many of the people in this organization have been part of the organization for decades, so there is a strong culture of purpose-driven work and respect for different cultural identities. By balancing engagement and productivity, Seagate has been able to make people feel valued, provide a safe work environment, and foster transparency in business processes. The organization is now focused on how to build an AI-compatible culture that will help attract new talent and customers. “After all, bringing your authentic self to work is what helps people make an impact.” said Dibukiran.
Amit agrees: To strengthen a culture of sustained excellence, build a culture of innovation, ensure its consistency at all levels of the organization, and embrace new technologies that empower employees. says it needs to be adopted. He has emphasized that Caratlane has always built a sense of community within its employees and encouraged people to constantly innovate. A culture that views failure as a lesson will foster a spirit of creativity and experimentation, ultimately improving company culture. Many of Caratlane’s core business and service capabilities today began as small experiments. The core values that drive a culture of innovation are transparency and openness, and instilling these cultural values will always be more important to an organization’s success than any new technology.
Rahul added that cultural values can be fostered if employers focus enough on employee well-being, change management and applying technology to streamline processes. As the largest private healthcare provider, Apollo has been at the forefront of creativity and adaptability by integrating the latest medical technology into patient care. This is largely due to our strong innovation culture, which allows healthcare professionals to work in a dynamic environment and foster cross-disciplinary collaboration by ensuring compliance, building public trust, and establishing mutual respect. Due to the demanding nature of all roles in the healthcare industry, there is a particular focus on building workforce resilience to withstand the pressures of high-pressure environments and long working hours. Therefore, employee well-being and self-care are a vital part of Apollo’s comprehensive cultural foundation.
Yashvir adds a human element to this conversation, explaining that values such as empathy, transparency, and future-oriented career growth are essential to building a strong culture. He says that building personalized relationships between people, leaders, managers and HR can provide the impetus for people to seamlessly align their personal goals with the organization’s business goals. Masu.
Use technology to address cultural gaps and foster a sense of belonging
Yashveers Equity Akrivia HCM has been committed to developing and deploying innovative, flexible, scalable, and human-centric solutions. His 400+ strong engineering team at the company works closely with clients to ensure that any solution fits the required business needs and integrates with existing technology frameworks. This configuration and integration element enables Akrivia HCM solutions to consider intangibles such as cultural values when designing people processes and practices. He highlights that many of his HR technology systems do not interact with each other or work in different environments, resulting in missed opportunities to collect reliable and actionable talent data.
For example, when Akrivia HCM was working with a retail client that was having challenges with biometric machine time and attendance, the team used geofencing technology to understand employee attendance, which negatively impacted the employee experience. Removed faulty biometric machines that were causing problems. Similarly, for its healthcare customers, the company implemented time and attendance tracking based on private vehicle license plates, as many senior employees did not want to scan their ID cards every day. Yashveer advises that knowing how to make technology work for an organization’s specific needs will make it easier to adapt technology for employees.
Technology plays a key role in bridging the gap between leaders’ cultural goals and employees’ on-the-ground cultural experiences. By leveraging innovative HR technology, employers can help managers simplify time and attendance, performance management, and compensation processes by increasing transparency, implementation, and engagement.
Improve employee experience and organizational success with talent analytics
Amit emphasizes that to effectively leverage people analytics, organizations need to consider how often and deeply they listen to their employees. By giving people a way to voice their concerns, he can create reliable measures such as KPIs as well as many structured data points to address identified issues. A drive to truly understand people’s preferences, challenges, and behaviors will help you prioritize which aspects to focus on, making it easier to create effective analytics policies. In an environment where people can grow and develop, they are happier and, in turn, more likely to achieve the company’s business goals.
Divkiran added that HR departments need to focus on collecting the right data through surveys that go beyond surface-level questions. Understanding the various drivers of employee experience for a diverse workforce can help HR leaders build data models to predict and prevent turnover. Use people analytics to help managers create individualized career plans for team members and ensure appropriate upskilling by understanding where the organization is lacking in service offerings and how best to address them. We will be able to provide support.
A powerful mindset shift that reimagines how people, processes, and platforms interact in ways that enable talent mobility will improve the employee experience. Seagate has a Talent Marketplace to enable career discovery and match supply and demand for skills across different teams. The program increased flexibility and mobility for employees and required managers to change the way they viewed talent. Moreover, thanks to the projects on this platform, the organization saved her more than 68,000 working hours and also saw benefits such as increased participation rates and continuous skill development for female employees. Dibkiran says cultural change is disruptive and gradual, and HR leaders need to consider long-term planning over several years to truly tap into potential.
Rahul concluded the conversation by highlighting the need to maintain humanity and build a welcoming work culture in an increasingly digital world. He says employers need to prioritize communication and provide ongoing support for managers to engage with all team members. Flexibility and customization of HR technology solutions are essential, but they need to be coupled with personalized interactions to help people feel valued and supported. Finally, having a clear cultural vision that aligns with the company’s goals, values, and strategic objectives helps senior leaders drive cultural change based on openness, feedback, and recognition. To value changes in cultural values and workplace DNA, business and HR leaders must lead by example.