Document control
| Document type: | Core process |
|---|---|
| Document number: | P-M-1 |
| Process owner: | Sarah Naumann |
| Scope: | |
| Affected roles: | |
| Work instructions: |
| Valid: | Not valid |
|---|---|
| Standards: |
(7.1.2 People)
|
| Audit date: | |
| Approval: | not approved |
| Page status: | First draft |
Purpose / goals
The goal of this process is to establish, maintain, and further develop a corporate culture that is consistent with the organization's strategic goals, values, and self-image.
Purpose:
- Promote employee identification, motivation, and cohesion
- Create a positive work environment that fosters performance, trust, and innovation
- Ensure consistent behavior and decision-making in line with corporate values
- Support change processes, leadership development, and employer branding
Process steps
| Step | Description |
|---|---|
| 1. Analysis of the existing culture | Collection through interviews, surveys, workshops, or cultural diagnoses. |
| 2. Definition of the target culture | Determination of guiding values, behavioral principles, and cultural target images. |
| 3. Communication and Embedding | Communication of culture through internal communications, managers, onboarding, etc. |
| 4. Integration into HR processes | Linking with recruiting, performance appraisals, feedback systems, and continuing education. |
| 5. Leading the way through managers | Managers as culture carriers – training, coaching, and role models. |
| 6. Culture-promoting measures | Rituals, events, storytelling, recognition systems, internal platforms. |
| 7. Monitoring and feedback | Regular culture measurement, e.g., via pulse surveys, culture barometers, or retrospectives. |
| 8. Adaptation and further development | Iterative adaptation of culture measures based on feedback and company development. |
Performance indicators
- Employee satisfaction (e.g., via eNPS or engagement scores)
- Turnover rate and reasons for resignation
- Culture fit for new hires
- Feedback rate and participation in cultural measures
- Perception of corporate values (e.g., in internal surveys)
- Leadership commitment to cultural development
Risks
- Cultural contradictions between communicated values and lived reality
- Top-down approach without participation → low acceptance
- Unclear or overly abstract values → lack of orientation
- Leaders who do not exemplify culture → loss of trust
- Lack of integration into processes → culture remains a "nice to have"
- Ignoring subcultures → Fragmentation and Conflict
