Workplace culture is the character and personality of your organisation. It is defined by your organisation’s leadership, values, traditions, beliefs, behaviours and attitudes.
Organisations with a positive culture, who value their workforce and provide a great place to work, have good retention rates. A positive culture also supports other areas of focus for retention, such as leadership, management and wellbeing, and inspires many business benefits. It offers a sense of shared identity, loyalty to the organisation, and influences what people think or do. Crucially, a positive workplace culture can impact the quality of care and support you provide.
Most employees experience workplace culture through the attitude and behaviours of their line manager, so it is important to equip them to be excellent people managers.
Top tips
- Ask staff for their views on your organisation's culture and values through surveys, team meetings, feedback sessions and away days.
- Use staff feedback to identify the values and behaviours that are important to your organisation.
- Be open and transparent throughout the process and involve staff in shaping the culture.
- Create a staff handbook or intranet page that clearly explains your organisation's values and expected behaviours.
- Build these values into key areas such as recruitment, wellbeing, leadership and management practices.
- Regularly communicate and review your organisational culture to ensure it remains relevant and continues to meet the needs of staff and the organisation.
Case studies
Norfolk County Council introduced a staff engagement survey based on research and best practice to identify the changes that would have the greatest positive impact on staff and the people of Norfolk.
They created a short, easy-to-complete survey and promoted it through multiple channels, including computer lock screens, leadership videos, posters and team briefings.
A stakeholder workshop helped shape the survey and the results were analysed to highlight the factors that matter most to staff, making it easier to focus on priority actions.
The results
The results provided a strong evidence base, combining staff feedback and data analysis to support decision-making and drive meaningful improvements.
Making sure our staff feel valued: Morton House, Epilepsy Society
Morton House, Epilepsy Society focused on giving staff time, attention and regular check-ins to ensure they felt supported and valued. Because happy, engaged staff are more likely to stay.
They involved staff in decisions and encouraged them to share their views and ideas, helping them feel heard and valued. They also took a flexible, person-centred approach to management, recognising individual needs and offering flexibility.
The results
A highly stable workforce. One support worker who planned to stay for just six months is still with the organisation more than 10 years later.
Today, the average length of service for staff at Morton House is an impressive 14 years.