Organizations are faced with the challenges of a tightening labor market and increasing demands for the employee experience, but many organizations have yet to translate their cultural aspirations into workplace behaviors. New case studies have been published by global HR research and advisory firm McLean & Company to show how organizations are closing the gap between their cultural aspirations and workplace behaviors.
The collection, Case Studies: Articulate Organizational Culture, builds on McLean & Company’s established blueprint and offers practical examples of how leaders can move beyond abstract value statements. The case studies draw from public sector, private enterprise, healthcare, technology, and nonprofit organizations. They show how culture can support strategy, engagement, and long-term performance.
Featured organizations include a public sector entity aligning culture with a new strategic direction. A technology company translates values into real behaviors. A global nonprofit tackles gaps between mission and practice. A healthcare organization reworks values to reduce burnout and improve patient satisfaction. In each case, leaders used engagement surveys, values assessments, and employee listening tools to spot gaps between stated values and actual behaviors.
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“Culture only becomes a lever for organizational performance when leaders move beyond posters and slogans to define what values look like in everyday behavior,” says Kelly Berte, practice lead, Human Resources Research & Advisory Services, at McLean & Company. “HR leaders who use data to understand the current state and co-create a culture that embeds the values culture into both core programs and everyday workplace practices are far better positioned to build workplaces where organizational strategy comes to life and employees truly thrive.”
McLean & Company’s research also indicates the existence of challenges that impede culture initiatives, such as ambiguous statements of values, lack of alignment with shifting business strategies, lack of executive ownership, and culture initiatives that exist in isolation from traditional HR initiatives.
The case studies show a clear way to overcome barriers. This starts with assessing the current culture. Next, it involves co-creating values and behaviors. Then, these are embedded in hiring, performance management, recognition, and leadership development. With ongoing measurement and accountability, organizations can ensure culture is defined and practiced consistently.
Together, these findings highlight culture as a practical tool. When clearly stated and reinforced, it can drive alignment, engagement, and results.
