Organizational Culture & Physical Space

As I consider corporate culture, my view is through the lenses of a human resources professional. For 20+ years I have read/seen/applied techniques to understand/ enhance/repair/build corporate culture through HR policies and practices. This post reviews what I consider to be effective practices and introduces a new area of cultural influence, the physical environment. Read this from your perspective as a student, a manager, a specialist, a librarian, (a parent…). I believe you will find application both now and in your future career in information science.

First, two paraphrased definitions:
An organization’s attitudes and values regarding itself, its employees, customers and the general public. It encompasses the manner in which things are done within the organization based on defining policies and practices. (Society of Human Resources (SHRM) website glossary)
Modernists see culture as a tool of management, a variable to be manipulated to enhance the likelihood of achieving desired performance from members of the organization. (Hatch p 231)

This is where HR comes in.....

HR plays a primary role in assuring that core values are consistently communicated and demonstrated to members of the organization. A key opportunity is the employment process. Imagine an organizational structure that is decentralized/flat and utilizes teams for decision-making. Hiring and developing employees with team skills is a crucial role for HR. Beginning with the Help Wanted advertisement, teamwork is identified as a key core value. Next, the application and/or resume are reviewed for evidence of team training or experience. During the screening phase, interview questions are constructed to “test” for knowledge and skill in working with teams. References inquire of past employers/educators about team experience. An interview with the work team brings the team concept come to life. Presenting the position description, which identifies the responsibility for teamwork, and reaffirming core values during orientation, are the next steps. The true test of core values however, is in performance management. Including an expectation of teamwork in the evaluation process and providing training and coaching solidifies the message that the organization is serious about teams. Feedback in the form of rewards and consequences must also be consistent.

Some of the artifacts or symbols of core values would be printed documents and signage. Some organizations post core values where employees congregate; others print them on business cards, identification badges, and tee shirts. Other key symbols are titles, compensation, benefit and recognition programs.

A new arena for HR to embed core values is in the physical design of the organization. In “Space: Another HR Frontier: When HR Moves into Office Design, It Can Reap Big Rewards Regarding Culture, Morale and Productivity” Robert Grossman argues that HR should have a seat at the design table. He encourages HR professionals to use their analytical skills to identify design features that promote or hinder teamwork and collaboration. For example, having to travel cross town or jump through hoops to reserve a meeting room can kill spontaneity. A better design is to furnish offices or cubicles with white boards and conference tables so brainstorming sessions can occur while ideas are hot. Some academic libraries are designing “information commons” that include fully equipped computer stations, reference assistance and areas where teams can easily gather.

Despite what you may think of cubicles, this design can further team work because the identical structure eliminates rank. The lack of doors and minimal walls facilitate collaboration.

Another design idea is to place (collocate) professionals who depend on each other near each other; for example, rather then locating artists only with artists, consider moving the artist to the area where her project team works. It is becoming more and more common for the HR representative to be located where work occurs to be instantly accessible to the workers. (If this topic intrigues you, more information is available at www.shrm.org/hrmagazine/articles)

So how does this apply to libraries and information professionals? In several ways. Be consistent in your message or your culture will become very confused and your employees distrustful. Look outside your traditional area of responsibility for new areas to impact organizational culture. Finally, remember that members of your “team” bring their brains to work each day—tap into their ideas, ask what reinforces desired values, find out what recognition works for them.

References:
Organization Theory: Modern, Symbolic, and Postmodern Perspectives, Mary Jo Hatch, Oxford University Press, 1997.
“Space: Another HR Frontier” Robert Grossman, HR Magazine, September 2000.
“An Office Undivided: Corporate Flexibility is the Key to Cubicle Etiquette” Andrea C. Poe, HR Magazine, February 2000.
“A Humanistic Approach to Space”, Dominic Bencivenga, HR Magazine, March 1998.
http://shrm.org