Print Page   |   Your Cart   |   Sign In   |   Join HRPS
HR Management Strategies
Blog Home All Blogs

How Culture Measurement is Different from Flossing

Posted By David Youssefnia, Ph.D., Thursday, July 12, 2012
Updated: Friday, July 06, 2012

In our previous blog, we talked about how culture measurement is a lot like flossing, based on our recent culture measurement study. This time, we want to talk about how culture measurement is different from flossing. While the two have some similarities, there is one fundamental difference - once you decide you want to floss, you can simply walk into a drug store, pay a couple of dollars, and pick up some floss; plus, it's pretty easy to learn how to floss. However, when it comes to culture measurement, it isn’t that easy.

The current landscape for culture measurement is full of pricey, time-consuming, and resource-intensive solutions that include surveys, interviews, observations, and various combinations. In our study, the most common ways that organizations measure culture were a combination of survey and other methods (51%) and just surveys (31%), with custom-designed measures being preferred over off-the-shelf instruments (66% vs. 34%). Given the amount of resources and logistics involved with focus groups and interviews, considerably fewer companies relied on this approach (only 12%).

All of these methods have their plusses and minuses (from what we know, flossing seems to have no drawbacks if done properly). According to our participants, what they liked the most about the methods used by their organization was the ease of use and getting useful information. What they liked the least about the methods were the resources needed to implement and analyze the results.



Culture measurement may seem complex and overwhelming, but it can also be a positive experience -can flossing really be a positive experience? In addition to the beneficial outcomes we mentioned in our previous blog (e.g., greater organizational commitment and engagement), our participants reported numerous reasons for why their company measures culture.



The challenge in culture measurement lies in finding solutions that are not too resource-intensive, allow companies to engage employees in the process, and provide valuable information. Right now, there aren't too many solutions out there that meet all of these criteria. However, that doesn't mean companies need to settle with what's out there either.


About Critical Metrics, LLC
Critical Metrics, LLC, a Seattle-based consulting firm, that helps clients understand what drives employee and customer success. We do so by focusing on employee and customer measurement and analytics. For additional information, including additional survey findings, please contact David Youssefnia, Ph.D., President of Critical Metrics, LLC via email or telephone 206.436.3470.

Tags:  culture  engagement  flexible work environment  HRM  HRPS  human resources management 

Share |
PermalinkComments (0)

Inside Look at Point Counterpoint: New Perspectives on People & Strategy

Posted By HRPS Headquarters, Thursday, June 28, 2012
Updated: Thursday, June 21, 2012

HRPS recently spoke with Anna Tavis, Ph.D., Point Counterpoint: New Perspectives on People & Strategy editor and head of Global Talent Management at Brown Brothers Harriman about HRPS' newest learning tool.

How will readers benefit from this new learning tool?

The book offers a unique opportunity for HR professionals to educate themselves on the key concepts and tools that are central to our 21st century HR practice. Topics address the five HRPS pillars of knowledge: talent management, organizational effectiveness, leadership development, HR strategy & planning and building a strategic HR function. These foundational HR tools are presented from different points of view which allows the readers to independently discover the right solution for themselves without over-dependency on the so called "best practices" or individual guru's approach.

In addition, a learning guide accompanies each set or articles to facilitate discussion and development among employees, organization leaders and students - it's a great for a lunch and learn session.

More than 120 authors, consultants, academics and practitioners from around the globe contributed their perspectives. Why is there such a broad range of contributors to the book?
The broad range of contributors is deliberate. We engaged the best thought leaders in the HR profession to participate in a discussion of central concepts and issues that are on the minds of those of us who shape strategies and those who work with business clients on implementing them.

Complimentary copies of Point Counterpoint: New Perspectives on People & Strategy were distributed to attendees at the 2012 HRPS Global Conference. What have you heard about the book?
The participants have acknowledged that not only the topics selected, but the presentation of those topics in the Point Counterpoint format was unique and particularly helpful to the practitioners currently working in the field. It gave them the understanding that there were no ultimate truths, but there were ultimate options for them to choose from and thus enrich their professional repertoire.

Where can HR professionals purchase Point Counterpoint: New Perspectives on People & Strategy?
Copies are available for purchase through a variety of online retailers, including Amazon, Barnes & Noble and the SHRM Store.

Tags:  HR challenges  HR planning  HRM  HRPS  human capital management  human resources management  leadership development  People & Strategy  Point Counterpoint  talent management 

Share |
PermalinkComments (0)

How Culture Measurement is a lot like Flossing

Posted By David Youssefnia, Ph.D., Tuesday, June 26, 2012
Updated: Wednesday, June 20, 2012

Culture measurement and flossing? Really? Do they have anything in common? Well, we think they do, based on our recent culture measurement study with 236 management and HR professionals from U.S.-based companies across multiple industries.

First, like flossing, findings revealed that although most employees and senior leaders think that measuring corporate culture is important (and we’ll support that hunch in a moment), few companies measure it, and even fewer do it well. 

Next, both flossing and culture measurement have positive benefits. Just as flossing leads to healthier teeth and fewer cavities, companies that measure corporate culture had more engaged and committed employees, as well as employees who understood the culture and were aligned in their view of that culture.  

Lastly, just as flossing is linked to other positive health outcomes like reduced incidence of heart disease, both cultural understanding and alignment are linked to important business outcomes. Employees who understood organizational culture were more committed to and satisfied with the organization, were less likely to leave, and were also more likely to recommend the organization as a great place to work. Employees who were aligned with each other and with senior leadership in their view of culture were more committed, more satisfied, and less likely to leave than those who perceived misalignment.


Ok, so if measuring culture is beneficial, why doesn’t everyone do it? The most common reasons companies did not measure culture had to do with not seeing the need to do so and poor leadership buy-in. Other responses included "We don’t know how to do that” or "We hadn’t thought of it before.” Only a few participants talked about such reasons as lack of resources or people. 

It seems that companies are paying lip service to culture. Everyone talks about how important culture is, and the results of our study show us the great benefits of measuring culture and having an aligned culture. Yet, few actually dedicate time to measuring and understanding their culture. Those companies that do focus on culture (think Southwest Airlines and continue to benefit from having strong cultures with increased customer loyalty and stronger internal and external brands. But before culture can become a competitive advantage for your company, it needs to be understood and reinforced within your organization, and culture measurement is the first step in this process. Our study’s results show us that not measuring and monitoring your culture can be a costly mistake. Clearly, culture matters. Culture is becoming one of the most powerful competitive differentiators for recruiting and retaining talent and building a strong internal and external brand.


About Critical Metrics, LLC 
Critical Metrics, LLC, a Seattle-based consulting firm, that helps clients understand what drives employee and customer success. We do so by focusing on employee and customer measurement and analytics. For additional information, including additional survey findings, please contact David Youssefnia, Ph.D., President of Critical Metrics, LLC via email or telephone 206.436.3470.

Tags:  business performance  culture  engagement  HR planning  HRM  HRPS  human resources management 

Share |
PermalinkComments (0)

HR’s Role in the Consumerization of IT

Posted By Kyle Lagunas, HR Analyst, Software Advice, Wednesday, June 13, 2012
Updated: Friday, June 08, 2012

Innovations in technology used to emerge in government labs before trickling down first to enterprise organizations and later seeing widespread adoption in consumer markets. Today, even entry-level employees have access to powerful tools, applications and networks at home – on their smart phones and the Internet–and are coming to expect that same access in the workplace. Organizations are doing their best to keep up.

For HR professionals, the effects are hard to miss. From employee and manager self-service portals to the growing number of social media elements in performance and learning management, the technology employees expect to find in the workplace is changing. How will this shift–the consumerization of IT–impact the way an organization recruits, engages and manages its workforce?

I've invited a few industry thought leaders to weigh in:

Bob Calamai, Director of HRM & Development at NYU/SCPS

Brandy Fulton, Vice President of HR Operations at Citrix Systems, Inc

Rob Garcia, Vice President of Product at UpMo

Kevin W. Grossman, Chief Strategy Officer at

According to a survey conducted by Avanade, 73% of executives consider the consumerization of IT a top priority, and 79% will make new investments in embracing this trend in 2012. What factors are driving this?

Fulton: Things that we used to treat as exceptions are becoming the new normal. From road warriors to an increasing number of workers working from home–mobility is huge. Add to that the generational expectations of a workforce who are digitally enabled from day one. If you treat each of these as an individual event, you have a dozen different problems and solutions you have to come up with. But if you look at it holistically, you'll see that there's a shift happening that you can enable by changing your infrastructure. Embrace the consumerization of IT, and the ability to provide people with the variety and flexibility and mobility they need–you can do all of that.

Garcia: Consumer technology is moving and improving faster than any powerful, all-knowing IT team can ever keep up with. The days of uniform and top-down IT infrastructure are far gone due to an inundation of consumer devices in the enterprise. Also, employees want to engage at work in their own terms, through the platforms they know best. I believe CEOs have finally realized this can work to their advantage, as employees are investing their own money in staying current, rather than company resources.

Grossman: It's all about improving efficiencies, reducing redundancies and increasing productivity and revenue. For example, lowering annual equipment expenditures by offering allowances for employees to buy their own devices for both business and personal use. Also providing self-service access to all sorts of internal systems for both employees and managers can make for a more adaptable organization regardless of size.

There's a widely-held view that access to consumer technology (social media, the Internet, mobile apps) will offer too many distractions, and negatively impact productivity. Do you agree or disagree?

Calamai: Though I sometimes share the concerns of my baby boomer cohorts, I'm convinced that those who use and embrace these technologies are equally adept at both determining what's useful in the workplace, and–as importantly–can navigate between personal and professional use.

Fulton: The Internet, email, social media, mobile apps–all of those things that potentially represent a distraction from business are also enablers of business. Where would marketing be without social media? Where would people who do research and development be without the Internet? You have to remember that employees love to be treated like adults. They want respect and trust and they want you to enable them to be successful. And if you’re giving them all of the tools to do their jobs, they'll appreciate it.

Garcia: Consumer technology definitely has the potential of becoming a distraction—all the more reason for executives to jump in and define policies that enable and encourage positive and productive usage of such technology. But I don't agree with this sense of ill-fated, inevitable negative impact to productivity. When aligned with company goals, the possibilities are endless: from allowing dispersed team members to collaborate more effectively, to tapping into the knowledge of the crowd, to even allowing the workforce to self-organize and fill job openings and project resource requests.

Where is the greatest opportunity for human resources to embrace the consumerization of IT in their organization? Recruiting? Learning and development? Performance management?

Fulton: We need to make sure that the systems we use to drive recruiting and attraction, talent management and performance management are stepping forward into the modern era. More importantly, if people are able to do talent management tasks in a simple way, it saves them time and keeps the focus and the substance of the conversation where it should be–on employees relating to each other.

Calamai: Companies are slowly shifting away from the annual performance evaluation, and slowly moving toward less formal performance feedback. These types of sharing and information-gathering mechanisms work really well and are easy to use for that purpose. There's a lot of conversation around the need for HR to position itself as a more strategic and consultative, rather than administrative and transactional, function. How might consumerization help (or hurt) efforts to that end?

Grossman: To me it's obvious: it'll help if it's executed efficiently and effectively. Improved technologies, predictive data analytics, autonomy, impulse control and self-management—all of this means less employee relations nightmares, less time spent micro-managing, and more time freed up to guide and grow the enterprise into the 21st century.

Garcia: It can help tremendously. The human resources function is about people. Social and consumer technologies are about people. A new employee-centric world is emerging and HR can be the hero of the day by embracing it and leveraging such technology to engage the workforce differently, more productively. It is a paradigm shift, though, so it’ll come with a transition cost in times and resources.

As the HR Analyst at Software Advice, Kyle Lagunas regularly reports on trends and best practices in workplace technology--specifically in HR, Recruiting, and Talent Management. He can be contacted at

This post has not been tagged.

Share |
PermalinkComments (0)

HR People & Strategy Announces Walker Award Recipients

Posted By HRPS Headquarters, Monday, June 11, 2012
Updated: Friday, June 08, 2012
HR People & Strategy Announces Walker Award Recipients
Award honors state-of-the-art thinking or practices in human resources management

HR People & Strategy (HRPS) is pleased to announce the recipients of its 2012 Walker Award. Scott Mondore, Shane Douthitt and Marisa Carson of Strategic Management Decisions received this unique award for their article, "Maximizing the Impact and Effectiveness of HR Analytics to Drive Business Outcomes,” which appeared in Volume 32, Issue 2 of People & Strategy journal.

Named after HRPS founder James Walker, the award recognizes an outstanding contribution to the HRPS quarterly People & Strategy journal that best advances state-of-the-art thinking or practices in human resources management. The criteria for the award include the following:

  • Importance to the discipline
  • Originality/fresh
  • Quality of writing, including original submission
  • Compelling topic
  • Raises strategic thinking
  • Practical implications for business and people

"It was a very competitive year and this year's winners hit the award criteria spot on. The work was timely, research-based and written to practitioners in a very accessible way,” said Joseph McCann, Ph.D., People & Strategy Executive Editor.

"It is an honor to receive the Walker Award from HRPS,” said Scott Mondore, Ph.D., managing partner of Strategic Management Decisions. "As the premier outlet for the latest strategic thinking and practices for human resources, the People & Strategy journal was a great fit for our approach to HR analytics – bringing together information for senior HR leaders to make strategic investments across numerous processes, while also making analytics practical and actionable for front-line leaders.”

Scott Mondore, Ph.D., is currently a managing partner of Strategic Management Decisions (SMD) and is the co-author of two books, "Investing in What Matters: Linking Employees to Business Outcomes” and "Business-focused HR: 11 Processes to Drive Results” both published by the Society for Human Resource Management (SHRM). Mondore has significant experience in the areas of strategy, talent management, measurement, customer experience and organizational development across numerous industries.

Shane Douthitt, Ph.D., is also a managing partner of Strategic Management Decisions (SMD) and is the co-author of two books, "Investing in What Matters: Linking Employees to Business Outcomes” and "Business-focused HR: 11 Processes to Drive Results.” Douthitt has significant experience in the areas of measurement, training, talent management, executive assessment and coaching and organizational development across a variety of industries.

Marisa Carson, Ph.D., is a senior consultant with Strategic Management Decisions (SMD) and is the co-author of "Business-focused HR: 11 Processes to Drive Results.” Carson has extensive experience in the areas of HR data analytics, employee selection and assessment, performance management and succession planning.

The award was presented at the 2012 HRPS Global Conference, May 6 – May 9, at the Crowne Plaza Times Square Manhattan in New York.

To view the award-winning article in PDF format, visit

This post has not been tagged.

Share |
PermalinkComments (0)
Page 2 of 8
1  |  2  |  3  |  4  |  5  |  6  |  7  |  8
Community Search
Sign In

Forgot your password?

Haven't joined yet?

Upcoming Events

6/17/2015 » 6/18/2015
2015 Executive Leadership Program

10/18/2015 » 10/20/2015
2015 HRPS Strategic HR Forum

Copyright 2013© HR People & Strategy, All Rights Reserved. All trademarks and brands are property of their respective owners.
Use of this web site constitutes acceptance of the Terms of Use and Privacy Policy.

HRPS Headquarters, 1800 Duke St., Alexandria, VA 22314, (888) 602-3270 (Phone), (703) 535-6490 (Fax),, FAQ's