America's Benefit Specialist July 2023

ORGANIZATIONAL CULTURE

For example, does an organization stress internal focus or external focus? Does the organization stress a more flexible style or more control? It determines how current employees feel about the state of the organizational culture and how it measures up against a preferred state. For example, is communication and learn ing opportunities throughout the firm effective? It uses four descriptors (Clan, Adhocracy, Hierarchy and Market) to describe the current and future (ideal) state of organizational culture. An example of recommendations: 1. Implement a Community of Practice Model to enable employees to share and communicate new learnings as the company moves from an entrepreneurial phase to one focusing on operational excellence. 2. Train for organizational culture during onboarding and reinforce it continually with an emphasis on retaining the culture to prevent dilution as the company’s head count grows. 3. Reconsider the new return-to-office policies to follow the contemporary trends in workplace flexibility. 4. Optimize and balance for organizational culture proac tively using the findings from the OCAI model. Use it to prioritize cultural retention and potential changes based on the needs of employees and the organization. Everything I share is evidence-based. There is a lot to con sider when it comes to developing and maintaining organi zational culture. Here are the highlights:

1. There are many definitions of organizational culture but essentially it comes down to the beliefs, behaviors and language that contribute to a shared value system. 2. We know it needs to be proactively nurtured, guided, com municated and reinforced to shape employee perception in a sustainable manner. 3. We know that optimal organizational culture has real ben efits, both intrinsic and economic. 4. We know there are common challenges to building and retaining organizational culture that many companies face. 5. We know that companies that allocate time and resources to developing and maintaining their culture create a sus tainable competitive advantage that is completely within their control.

Gordon Zellers has over 20 years of experi ence in the industry. He earned a doctorate from Vanderbilt University in Organizational Leadership. He has served as managing director with Marsh (2001-2014) and Moun tain Region leader and executive team member with Woodruff Sawyer (2014-2020). Other roles for these firms included produc

er, sales leader, client executive practice leader and opera tions leader. Gordon is also a wish granter at the Make-a Wish organization.

Friends in High Places

Longtime NAHU member Glen Mulready, now Oklahoma insurance commissioner, testifies before the House Ways and Means Committee on May 17.

benefitspecialistmagazine.com | ABS 45