BY SCOT T . GILLIES

WHETHER GOOD , BAD OR UNREMARKABLE , every company has a unique workplace culture . Distinct from corporate ethos or organizational values , “ culture comes to life in subtle ways — through shared social norms , beliefs and practices ,” Gallup finds . “ It ’ s this intangible ( often unspoken ) nature of culture that can make it difficult to measure and manage .”

“ Culture can seem elusive because it ’ s rooted in patterns of thoughts , feelings and behaviors — in the abstract , not the concrete ,” the report finds . But while the philosophical nature of workplace culture eludes those of us who prefer the crisp analysis of hard data , great leaders know “ it matters to employees and customers alike , affecting outcomes for organizations every day .”

Workplace culture is a business decision

Many spa owners and managers wish to build a positive workplace culture for no reason beyond the desire to offer a rewarding environment for their employees . While that altruism is laudable , Gallup attributes a well-developed and employee-focused culture with an important influence on business success .

“ The best leaders aren ’ t interested in culture for culture ’ s sake ,” according to Gallup analysis .“ Your goal should be to build a culture that drives performance goals . What ’ s the return on your investment ?”

“ Gallup ’ s research shows that employees ’ understanding of their company ’ s purpose and culture is directly linked to measures of business health .” Gallup research finds that ,“ among U . S . employees , roughly four in 10 strongly agree the mission or purpose of their company makes them feel their job is important .”

And here is the statistic that will interest every spa industry executive : “ By moving that ratio to eight in 10 employees , organizations could realize a 41 percent reduction in absenteeism ; 50 percent drop in patient

— GALLUP

44 PULSE n MAY / JUNE 2023