Creating a great work culture isn’t as simple as following a set recipe. When the ingredients are diverse, one must constantly adjust and fine-tune their approach to blend everyone’s unique strengths. So, putting the metaphors aside, how can HR leaders truly build a culture that’s both strong and inclusive for teams with diverse backgrounds.

In an exclusive interaction with People Matters, Scott Archibald, recently appointed as Chief Operations Officer at O.C. Tanner, outlined the key elements of building a great workplace culture and shared strategies for bridging gaps in culturally diverse regions. He also discussed the latest workplace trends and offered predictions for the years ahead.

Read here the edited excerpts: 

From your perspective, what trends have you noticed around workplace culture in IMEA region and are they different as compared to other regions?

India and the Middle East are undoubtedly driving growth in this transformative era. From my perspective, several workplace culture trends are becoming increasingly prominent in these regions. Wellness is emerging as a top priority, closely followed by skill development, which encompasses both functional training and career growth opportunities. Additionally, emotional intelligence and fostering a more humane approach by understanding employees' perspectives are proving to be significant drivers of workplace success.

When comparing these trends to other regions, it’s important to recognise the interconnectedness of today’s global landscape. Best practices from one region often influence others, creating a shared foundation of workplace culture strategies worldwide. However, while the underlying principles may be similar, the difference lies in the pace of adoption and the emphasis placed on specific initiatives. For example, the prioritisation or amplification of certain strategies may vary based on regional nuances and organisational focus.

To summarise, the global trends are consistent, but the regional differences emerge in the levels of focus, urgency, and execution of these priorities.

With a mission of 'helping organisations thrive at work,' what key steps do you think are essential for making a lasting impact on improving and sustaining superior workplace culture?

Building and sustaining a great workplace culture isn’t a one-time effort - it’s a deliberate and ongoing process. To make a lasting impact, here are the essential steps:

• Setting Clear Goals: It starts with defining what kind of culture you want to create and what you stand for as an organisation. Clear objectives provide direction and set the foundation for all future efforts
• Keeping It Simple: Simplicity is key to ensuring scalability and inclusivity. By keeping initiatives straightforward, employees can easily understand, engage, and align with the vision, fostering progress over perfection.
• Leveraging Expertise and Research: Successful strategies rely on insights and proven frameworks. Using data and best practices, organisations can intentionally design interventions - whether it’s through programs or consistent communication of core values
• Amplifying impact through communication education and analytics/AI: To maximise impact and sustain it over time, consistent communication and employee education play a crucial role in reinforcing organisational values and ensuring long-term cultural alignment. Our recent AI innovation is one such innovation which is revolutionising the way organisations build thriving, inclusive, and engaged workplace cultures
• Measuring Progress: To stay on course, organisations must measure outcomes, analyse feedback, and adapt. Transparent reporting and a cyclical feedback loop ensure continuous improvement and alignment with strategic goals

When these steps are followed with intention and consistency, they create a thriving workplace where employees and organisations succeed together.

As workplace culture evolves, how do you see emerging global trends aligning with IMEA’s workplace values? What region-specific approaches do you believe are essential for fostering a positive workplace culture in the region?

Emerging global trends in workplace culture, such as wellness, inclusivity, and digital transformation, align closely with IMEA's workplace values by emphasising shared priorities like employee well-being and adaptability. However, the unique cultural and operational dynamics of the IMEA region necessitate tailored approaches to ensure these trends resonate locally.

For example, while global values like client-centricity remain consistent, how these values are expressed may differ. In IMEA, communication styles, cultural nuances, and regional preferences significantly influence how workplace strategies are received. A simple gesture or communication style in one region may hold a completely different meaning in another, underscoring the importance of cultural sensitivity.

To bridge global trends with IMEA values, organisations must invest in education and training for their teams, fostering an understanding of cultural diversity and equipping employees to navigate global teams effectively. Leadership development focused on empathy and cultural awareness is essential, as are community-building initiatives that promote collaboration and inclusivity.

By balancing global best practices with regional adaptability, companies can create a positive and cohesive workplace culture that aligns with both global trends and IMEA's unique values.

What gaps or prospective opportunities do you see in culturally diverse regions like IMEA and how do scale O.C. Tanner’s initiatives across? 

In culturally diverse regions like IMEA, there are opportunities to bridge the gap by ensuring that all employees, regardless of their role, feel valued and appreciated. Enhancing communication is also crucial which is why implementing platforms that facilitate open and inclusive dialogue among employees is paramount.

Additionally, promoting equitable flexibility involves adapting flexible work policies to suit different roles and cultural contexts. Scaling O.C. Tanner’s initiatives involve leveraging technology to provide consistent and accessible programs and customising strategies to meet the unique needs of each region.

You may also like:

• Mass Layoffs at Oman Air? Here’s what officials have to say
• The real effects of a DEI rollback
• How HRs influence the C-suite
• What does having women on the board really mean?
• Dr Muhammad Laghari shares key pillars of HCM agenda driving people success

As you step into your new role, could you share O.C. Tanner’s Global capabilities, and what are your top priorities this year for making a meaningful impact?

O.C. Tanner’s global capabilities include:

1. Comprehensive recognition platforms, which are aimed to be customer-centric tools and services designed to support meaningful employee recognition, engagement and other culture building activity. They also include research and insights, providing in-depth analysis and reports on workplace culture trends and best practices
2. Our culture consulting service goes beyond programmatic employee recognition programs. We provide ongoing strategic guidance on everything from building strong workplace habits and navigating compliance to seamlessly weaving initiatives  into the natural flow of work, helping you create a thriving and sustainable culture
3. Additionally, our services as well the technology are designed to encompass global geographies and deliverable across these geographies including their cultural nuances and award deliveries/ strategies in these market

This year, my top priorities are:

• Focus on product innovation, creating and tailoring our solutions to address the emerging workplace challenge
• To enhance our global reach by expanding and gaining more market share in key regions, while building valuable relationships with our clients
• To strengthen partnerships by collaborating closely with organisations to create tailored solutions that drive cultural transformation