Dan Hudock

It’s not uncommon for businesses to excel at training employees job mechanics — like how to run equipment — but falter in teaching company culture, according to Dan Hudock of Sandler Training.

“The public … customers … see a culture. But a lot of times, it is different than what we believe it is,” he said. “And public perception equals income.”

Hudock points to implicit culture clues like employees’ clothing, telephone greetings and email grammar.

Collectively, these form a message to customers about a company’s vision, mission and brand, he said.

Hudock said in today’s world of rapidly shifting societal norms, a technology and social media overload and gaps in at-home instruction, the messages an employee carries from his personal experiences to the workplace could conflict with employer intent.

“I’ve called a couple of businesses recently, where someone answered the phone, ‘What’s up?’” he said. “Upper level executives forget that today’s employees are different than they were 10 or 15 years ago.

“You need to say to them, ‘Here is our motto. Here are our morals and values.’ Well-rounded training is important. But secondary training is often either missed or not done effectively.”

Using attire as an example, Hudock notes a sunset to the days of requisite suits and ties.

“In the business community, barely anyone wears a suit today, even bankers and lawyers and other professionals typically associated with a suit,” Hudock said. “And that’s OK. But you don’t want employees dressed all over the board, from shorts to suits.

“There has to be consistency. A major sports team wouldn’t go out in random outfits. That sends a message.”

Hudock recommends incorporating company culture into an employee handbook and initial training. Although, he said, a company could jump start culture onboarding with a seminar, it’s not a fix-all.

“If you want to teach a kid how to ride a bike, you don’t do it at a one-day workshop,” Hudock said. “To make real change, you must teach culture, then systematically enforce it.”

Hudock said not to expect all cultural guidelines to be popular with all employees.

“Being a leader doesn’t mean everyone is going to like you,” he said. “Don’t allow the employees to rule the roost. And don’t be intimidated when they respond with, ‘You’re micromanaging me.’

“You have an inner circle of employees; those who bleed the company colors. Apply pressure, whether that is probation or a disciplinary plan, to make the outer circle employees get better or get out. Don’t be afraid to take risks.

“Raise the bar. Get your employees to that bar or get new employees,” Hudock said. “But don’t be afraid to take that risk. Raise that bar.”

To read more articles in Butler County Business Matters call 724-282-8000