Article: 5 ways (with Insights) to build a more positive workplace culture

A positive work culture is built through consistent efforts from People & Culture leaders. However, when asked to define such a work environment, their answers often vary. Why? Because there’s no one-size-fits-all formula for building a thriving workplace culture. It requires continuous experimentation and calculated risks.

While, finding the right-fit strategy is an ongoing process—some elements may already be embedded in a company’s culture but need adjustments, while others may be entirely missing.

So, what are the key elements of a positive work culture?

This question often prompts HR leaders to rethink their strategies to ensure they align with the evolving needs of a diverse workforce—a mix of both younger and more experienced professionals.

A strong workplace culture offers undeniable benefits—fostering open communication, growth opportunities, creativity, healthy relationships, and a sense of belonging.

But in a constantly changing work environment, maintaining a positive culture is a challenge. That’s why HR and people leaders must continuously reassess and refine key cultural elements. Here are some critical areas to focus on:

#1 Intensifying the employer branding game..

No organisation today overlooks employer branding, because in a competitive industry, it’s the key to standing out—attracting top talent and retaining the best.

And a positive workplace culture naturally strengthens your organisation’s public image—especially when employees are genuinely enthusiastic about being part of your team. You become employer of choice for top talent in the job market.

Author James Ellis, in his book - Talent Chooses You: Hire Better with Employer Branding, explains that employer branding isn’t about big budgets, expensive platforms, or hiring consultants. Instead, it’s about a leadership-driven strategy—understanding, distilling, and communicating what makes your workplace a place where people genuinely want to work

"Firstly it's important that your business knows the difference between your EVP and your Employer Brand - far too often are these terms used interchangeably by people not working in this world.

Your employer brand is what brings your EVP to life and our job in employer branding is to think of ways we can grab attention by standing out in the market.

Creativity and authenticity is key!," writes Daniel Savoury, Group Employer Brand Lead at Lloyds Banking Group.

"We cannot outspend bad experiences", writes Simon Buehler, Global Employer Branding Lead at DHL. Adding, "The employer brand can be a beacon in the dark - a vision towards which the company should move. I firmly believe that brand-driven change is possible. But there must be movement.

Once an employer brand is established you need to make sure that every touchpoints along the candidate/employee journey actually reflects that. And I don't mean in look & branding but in experience. Make the candidate feel that you actually practice what you preach."

Co-founder of Employer Brand Insights - Job Mensink shared the key attributes of employee branding, "Brands are about relationships and that means there is a 'give and get'. In employer brands this is mainly about values.

To make an employer brand compelling there are three key areas to attract and engage promising candidates and colleagues: Impact, Mastery and Community.

Impact is about contributing to something big that you feel is important, Mastery is about developing your talents because it feels good to do things you are good in, Community is about belonging and being by a group of people that share some important values.

PS: Good to know, Practicalities like pay, hours etc. are important hygiene factors that should be good enough."

#2 Early conflict resolutions for better employee relations

Transparency, a supportive work environment, open communication, and opportunities for growth are essential for building strong relationships with employees and creating a positive work culture. However, in a competitive workplace where people bring diverse perspectives and expertise, conflicts are inevitable.

Even in challenging situations, People & Culture leaders can take proactive steps to resolve issues thoughtfully, ensuring every employee feels valued and fostering a more harmonious workplace.

No idea there's an employee conflict brewing? Workplace conflicts don’t always come with loud arguments—they often simmer beneath the surface. Start by spotting the signs early:

Losing interest in communication, frequent miscommunication (both verbal and written), or making passive-aggressive remarks about an employee’s work—or even their presence.
Team collaboration starts to decline, silos form, and the employee in conflict is excluded from key discussions. Rumors, gossip, and blame games become the norm.
Performance and work quality drop, absenteeism increases, and active disengagement rises.
Certain non-verbal cues—like crossed arms, avoiding eye contact, blank expressions, or skipping team gatherings—are also key signs that workplace conflict is reaching a tipping point.

If conflicts have already happened, how can they be resolved effectively? Qatar-based people leader Amelita A. shared key steps in resolving conflicts in the workplace to build better employees relations:

Meet with each employee separately to understand their perspectives.
Identify the underlying issues—whether they are miscommunications, work style differences, or personal grievances.
Maintain confidentiality and neutrality to build trust.
Arrange a mediated conversation where both employees can express their concerns in a controlled setting.
Set ground rules to ensure a respectful and productive discussion.
Encourage active listening and empathy to help both parties understand each other’s viewpoints.
Establish a clear action plan with specific steps both employees will take to improve relationships
Define expectations for behavior, communication, and collaboration.
Set up follow-ups to ensure progress and adherence to the agreement."

Raamann Ahuja, Group CHRO at PDS Ltd shared, "I have always found it useful to bring the team members who are facing low morale due to interpersonal conflict to come together and discuss their concerns openly. It's always good to identify 'personality issues' from the 'work issue' at hand and understand what's the bigger nagging part. This helps address which part of the conflict area is taking more energy on both parties and address each step by step."

"If the team’s morale is low because of conflict, start by chatting one-on-one with the employees involved to hear them out. Then, bring them together for a calm, honest conversation where they can talk things out and clear the air. Help them find a solution that works for both of them, and remind everyone about the bigger picture—working together as a team. Keep the vibe positive and check in regularly to make sure things stay on track," shared JING C., an Australia-based people & culture leader.

Recent surveys across the Middle East show that talent—especially the younger generation—seeks more than just a supportive work environment. They value transparency in DEI efforts, flexible work arrangements, better work-life balance, manageable workloads, strong team engagement, and upskilling opportunities.

When People Leaders address these needs, they’re not just strengthening employee relationships with the company—they’re also fostering a positive workplace culture that drives long-term success.

#3 Think beyond just hiring, think experience!

Not long ago, recruiters and talent acquisition teams asked candidates: "Why should we hire you?" But today, the tables have turned—employees are asking, "Why should we join you?"

This shift in the job market is driven by greater transparency, thanks to social media, professional networks, and job search platforms. As a result, competition for top talent has intensified—especially in industries where skilled professionals are scarce, and recruiters are willing to offer better pay, perks, and experiences to attract the best.

For HR leaders, this presents an opportunity to rethink talent acquisition and management strategies. In the Middle East, where the workforce is gravitating toward organisations that offer competitive compensation, strong benefits, a supportive work environment, and career growth opportunities, HR leaders must strategically shape their talent agenda. They also need to prioritise learning and development will help nurture future-ready talent, while a well-crafted employee value proposition (EVP) can ensure companies stay attractive to job seekers. With Gen Z entering the workforce, aligning workplace culture and benefits with evolving expectations is no longer optional—it’s essential.

Daikin Middle East's Sherif Elogeiry told us that attracting top talent requires a comprehensive strategy that goes beyond just compensation and benefits. He emphasised that an effective "Employer Value Proposition (EVP) should be built on a blend of key factors—including career growth opportunities, innovation, a dynamic work environment, and people-focused leadership."

To retain top talent, Sherif emphasized the importance of a thorough talent review process that supports effective retention and development plans. He explained, "Whether it involves nurturing, empowering, or offering additional challenges and opportunities to employees, it’s essential to have a structured approach. At the same time, stay focused on cultivating a work culture where individuals are engaged and feel valued. Being recognised as a Great Place to Work is an important initial step in enhancing our retention efforts."

To become "an employer of choice, committed to fairness and maintaining the highest ethical standards," Sherif underlined the need to prioritize employee growth and cultivate a growth mindset. He concluded,"Ensure the work environment continuously presents new challenges to keep employees engaged and motivated."

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#4 Building a culture of care & well-being for employees

Workplace stress and burnout are becoming the norm globally, with a growing number of employees reporting high stress levels and considering job changes for better work-life balance and reduced workload—even at the cost of lower pay, according to the 2024 UAE Salary Guide. This highlights why employee well-being is more important than ever.

Additionally, most workers in the UAE and KSA are dissatisfied with their current benefits packages and are actively seeking employers that provide better benefits, such as savings plans, life insurance, critical illness cover, child education allowances, dependent cover, and financial well-being support.

By offering comprehensive benefits and holistic well-being programs, companies can foster a positive work environment where employees feel valued—and, more importantly, want to stay.

Before tackling workplace stress and burnout, it's crucial to recognize the subtle signs that indicate employees are struggling. And it begins at the leadership level.

Dr Tamara Beckford identified that, "Leaders can (unknowingly) burn out their teams. Here’s how leaders can help prevent it. Start by asking questions:

Do you say it's okay to rest?
Do you celebrate wins (ever)?
Do you thank your team often?
Do you respect their free time?
Do you thank them for their work?
Do you remind them to take breaks?
Do you expect them to ask for permission?
Do you ask for a daily progress report on tasks?

Because these questions will tell whether you:

Micromanage.
Ignore workloads.
Don’t appreciate folks.
Neglect work-life balance.

Because those behaviors can cause burnout. Burnout is a productivity killer. But it’s preventable."

Melissa Bloom, Vistage Executive Chair, emphasises the role of self-awareness in leadership, "I feel like I preach 'self-awareness' all the time, and here I go again! If you are a leader who does not know yourself, you will always, always have people who struggle in your employment. If you work 24/7, never take vacation, work when you are sick, miss your children's events, etc.—why on earth would your employees think it's okay to do anything other than what you model? I tell my employees to take a day for themselves, encourage them to go to the softball game, remind them they are on PTO and should stay offline. But you know what? I try to model that too. Self-awareness."

By setting the right example, leaders can create a culture where well-being is not just encouraged—but genuinely practiced.

"Recognising the signs of burnout is important in addressing and preventing this pervasive issue. Common indicators such as exhaustion, waning interest, and concentration difficulties serve as early warnings. Frustration, isolation, and a negative attitude toward work and colleagues may follow. Inevitably, work standards may plummet, and a sense of meaninglessness can pervade. These signs, whether in oneself or others, are a call to action. Seeking help and implementing strategies to combat burnout is essential for individual well-being and sustained productivity," added Thushara (Tosh) Polpitiye, an Employment Law Solicitor & CEO at Astute Law.

Polpitiye added, "Managing workload is a crucial strategy to combat burnout. Overwhelming workloads, unattainable expectations, and time constraints often trigger burnout. To mitigate this, prioritize tasks, delegate when possible, establish clear and achievable goals and deadlines, communicate bandwidths and expectations, judiciously accept assignments, and embrace well-timed breaks for rejuvenation. By adopting these practices, you can proactively shield from burnout and foster a healthier, sustainable work environment."

Logan Mollary added a very good point, "If home life never gets any bandwidth or attention then stress will build and burnout is just around the corner. People need time to take care of the basics: doctors appointments, kids performances, therapy, etc. That doesn’t mean people should disappear from the office everyday, but they should feel empowered to take care of life outside of the office. "

"Finding meaning and purpose in work can significantly reduce the risk of burnout. When employees feel their work is meaningful, they are more engaged and motivated. Research shows that employees with a sense of purpose are 50% more likely to be in leadership positions and 42% more content with their jobs. Leaders should help employees see the impact of their work, align tasks with their strengths and passions, and foster a culture that values and recognizes individual contributions." added Author and CEO Tyler Rice.

#5 Recognition leads to better collaboration and team building

As the world adapted to post-pandemic changes and embraced new work arrangements, employees worldwide lost the enduring benefits of working together under one roof. Despite HR and talent professionals making continuous efforts to build a thriving work culture in these evolving setups, the impact has often fallen short.

Why? One key factor when comparing the pre- and post-COVID eras is the decline in appreciation, recognition, and teamwork.

To counter this, organisations must implement an effective teamwork strategy where employees feel empowered to contribute, collaborate, and communicate openly. This fosters a sense of belonging—even in remote or hybrid setups.

Additionally, leadership engagement plays a crucial role. When leaders actively share lessons and experiences with their teams, they help cultivate a positive workplace culture, ultimately driving productivity and engagement, as highlighted in PwC’s actionables for senior leadership.

"I truly appreciate and highly recommend acknowledging employee contributions all the time. Encourage genuine appreciation, constructive feedback, and well-deserved rewards. Yet, take it a step further by building a positive work culture that publicly celebrates achievements." writes Talent Management Leader Dr. Ammar S. Al Shamsi.

Adding, "Create ways for employees to showcase accomplishments and explore a peer recognition program for mutual acknowledgment. Keeping communication channels open ensures employees feel valued and motivated. Emphasize recognition for both individual and team successes, fitting well with your current plans for a comprehensive approach to appreciating and acknowledging employee contributions,"

"Immediate recongnition is what employees look for. A simple "Thank you " by the leader or calling it out during Stand Up meeting goes a long way.

The potential of the employees should be identified by the managers and by developing them further by giving key assignments will always go the long way", writes Surabhi Ravindran, General Manager - HRBP at Scheinder Electric.

So, when you build a positive work culture, your employees naturally become your biggest advocates!