Culture Audit “A strong culture, supported by solid and effective management, bolsters an organization and keeps team members actively and passionately engaged.”
Of the 1.8 million nonprofits in the United States (2022), 300,000 nonprofit establishments accounted for 12.8 million jobs, or 9.9 percent of all private-sector jobs.
Public Sector employment topped 20.2 million people, equating to 14.5 percent of the workforce. Public sector employment is generally divided into three categories: federal (8.8), state (23.2%) and local government (63.5%).
Why does this matter? It impacts A LOT of people, and most likely those employed with agencies and organizations you are vested in. Workplace culture is an essential part of strong hiring, retention, and the well-being of your employees.
Culture plays an enormous role in the health of an organization and encompasses all aspects of the organization’s environment. Organizational culture is an amalgamation of employee life experiences combined with the impact of executive influence.
Other factors include:
- Employee personal values
- Workplace infrastructure, including procedures, behaviors, policies, relationships and employee expectations
- Organizational stories and interactions
- Employee recognition programs
Employee well-being is also an important sign of effective overall leadership – not only the leaders of each department, but also how each department functions as a team.
A Culture Audit determines the overall working environment and employee sentiments while establishing rules around employee interactions and team communication. It is a tailored study of your particular needs, and provides insights where management and leadership can improve.
The Audit also examines both the management method as a whole and the effectiveness and style of key management staff.
The purpose of the Culture Audit is to:
- Understand current practices
- Relate this understanding to organization operations and effectiveness
- Suggest new procedures to improve the efficiency of leadership
- Present efficiency gain and operational realignment related to these new procedures
- Create benchmarks and projections for the future
- Examine impact on finances to ensure stability
- Identify flags and precursors to voluntary employee departure, lending insights to retention strategies
You likely do a financial audit each year, and KEES recommends a Culture Audit every four years, or in advance of significant change (either anticipated or not).
KEES will provide a report and accompanying plan for change based on the Culture Audit’s findings, which we will present for discussion and review. The report helps compare observed cultural traits and desired organizational goals, outlining the gaps between the organization’s present state and where it wants to be.
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