The growth of a startup from a small, close-knitted organisation to a big company is good news. But with this positive development comes a whole lot of responsibility. One natural progression is a shift in the work culture. Very often, startup founders fail to focus on this aspect of growth. The expansion of an organisation brings more and more people into the picture. What once worked for the small group of determined individuals no longer does the trick. This is why it is important to ensure that certain systems are put in place to bring about optimal performance.
A good beginning
Think about and analyse the kind of culture you would like your organisation to possess and outline your vision appropriately. Making a note of the company values in consultation with the employees is a good place to start. Otherwise, as the company expands, only the employees who have been with the organisation since the outset will be familiar with the values they need to believe in.
Choose the right people
Finding new hires is inevitable if you want your business to grow. Evaluate prospective candidates to ensure they are a good cultural fit in your company. Don’t rush into decisions on whether a particular person is the right choice for your company or not. Take your time to check up on them because getting a good team in place gets half the job done.
Hiring and firing the right way
Go about the process of getting employees on board in the right manner. Personalise the company and lay emphasis on the purpose of the hiring. If possible, be involved in the selection process to send across the message that the founder of the organisation is accessible to one and all. Also, review the members of your existing staff and take a good look at their performances. They might have made significant contributions in the past, but it is the present and the future that you need to prepare for. So, if someone does not fit in with the new culture, it is essential to ease them out.
Connect with the staff
Put in channels to ensure two-way communication between employees and management. Conduct surveys to gauge satisfaction levels, seek opinions and suggestions, and conduct exit interviews when employees leave your organisation. These practices will help you keep your finger on the pulse of the staff and take immediate remedial action if things are getting out of hand. Swift and strong action can nip trouble in the bud and put the company on the path to success.
The culture of a company is defined by its employees and their actions. So, just putting in place a new culture is not sufficient; people need to be a part of it. Through active involvement and nurturing the organisation’s culture, employees will also find happiness and fulfilment in what they do.
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