How to build a company culture that sticks

Figuring out how to craft a company culture can sometimes feel like figuring out what to eat for dinner. What you have isn’t working (boo, leftovers), creating something from scratch is a lot of work (RIP, soggy bag of spinach), so you end up going with the quick-and-easy fix (looking at you, takeout).

Perhaps there’s a better solution for HR pros trying to build a company culture that sticks with employees (Sorry, we don’t have a fix for the dinner crisis).

During a panel at From Day One’s conference in Atlanta, Georgia on Jan. 28, HR leaders from SiriusXM, Fanatics, Aveanna Healthcare, and DailyPay shared their strategies for creating a strong company culture, especially during times of change and uncertainty.

The recipe. Don’t try to duplicate what’s working at other companies, said Yulia Denisova, VP of talent and development at sports platform Fanatics. “We’re all looking for our own specific experiences and we want to be a part of that culture, included into the culture, [and] relate to that culture,” she said.

Instead, start with authenticity, said Lauren D. Williams, SVP of organizational culture and change management at audio entertainment company SiriusXM. Each organization is different, she said, suggesting grounding culture in the company’s values.

“It’s really important to stay true to your DNA as an organization and what you stand for, what you believe in, your values, in order to make sure that that culture is actually something that’s successful in your organization,” Williams said.

Then, create subcultures within the organization, said Ingrid Emmons, VP and head of DE&I at home healthcare provider Aveanna Healthcare. “There is no one macro culture. Culture exists on the micro level, on every team, no matter how big or small, and that’s ultimately our goal,” she said.

And remember, building a company culture is a “long journey,” said Jon Lowe, chief people officer at DailyPay. “A lot of people pander to this idea of who they strive to be, but aren’t really going in with their eyes open.”

Inclusion, belonging, and culture. As DE&I efforts are being threatened across industries, Williams said it’s important for HR leaders to listen to their employees from a place of understanding. Leaders who listen can build stronger cultures.

“Inclusion means different things to different people. It’s very nuanced,” Emmons said. “When you’re trying to have this understanding of what’s happening in a particular team…You find that access to information on one team is as important as, on another team, trying to understand, ‘Are we remote? Are we hybrid?’ […] Understand how to unpack what inclusion means to that particular person is key.”