Current Situation
Business leaders are being challenged from multiple angles to improve how their business mission, vision, and values align with what the workforce expects to experience, espouse, and bring to market. ESG is now more than a topic of interest as resurgent power struggles over influence between employees and employers are changing the landscape of what business leaders can afford to ignore to preserve or improve operating profits. New benchmark frameworks are published almost daily challenging organizational leaders to put them into action backed by employees who demand higher levels of business accountability to the workforce, to communities where the enterprise operates, and to ethical boundaries of good business.
Goals and Objectives
New frameworks for benchmarking success in cultural change emerge almost every day. Modeling frameworks into something actionable by the company is highly specific to each organization leading business leaders to look for ways to solicit collective change goals, carefully implement change factors, and measure the impact of change as it happens. Key goals in culture and stewardship include capturing and elevating the voice of the employee in change considerations and management; internalizing professional guidance for change engineering around ESG, DEIB, and other components of culture correction and collective advancement; using feedback and sentiment as a lever in measuring the impact of change on the workforce; and strategizing for people and organization change to support evolutionary culture change.
Technology Deployed
Culture and stewardship are a constant exercise in the implementation of tools for transparency, accountability, and measurement. Learning and development systems are essential to promoting the engineered stages of change per each employee’s responsibilities to see it through. Communications, sentiment analyses, and pulse surveys help elevate what employees want to the stakeholders who can design for the necessary changes. Layering AI and machine learning on top of feedback and comms. data helps identify signs and triggers of positive or negative change impact particularly when change is cultural as in the case of DEIB programs. Workforce analytics decode workforce demography to help understand where organizations are weakest around the changes they are implementing while operational and HR data help identify possible pathways for correction and improvement.
Use Case Summary
Business and operational leaders need better directed visibility into the full characteristic profile of the workforce and workplace to best align the two. Communications and feedback involve employees in how change is engineered to ensure that the organizational mission, vision, and values align to the employees who drive the enterprise into its next evolution. Aligning change planning to financial and operational constraints through data unity, AI, and machine learning help key stakeholders evaluate the costs and benefits of change goals while measuring progress on goals as culture change takes effect. While DEIB, ESG, and other cultural considerations require their own strategic approaches to engineering change, the core concepts of employee listening, data unity, and an advanced analytics state help keep business, people, and resource goals aligned through transitions.