Aligning corporate culture and human values. Part 2 of the Transforming Engagement Series
Aligning Corporate Culture with Human Values is the second in the three-part Transforming Engagement report series, giving context and practical steps to support businesses in rethinking organisational culture, so that it engages employees and reduces people risks.
With the support of global consultancy Mercer Marsh Benefits, REBA explored the extent to which businesses are becoming more purposeful and evolving their culture to take on more human values.
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Reports in the series
- People risk: why the need for change is urgent – Published May 2021
- Technology change is business change - Publishes in November 2021
Responsible Business Director
Head of Reward
Partner and UK Growth Leader,
Group HR Director
Co-founder & Director
UK DEI Consulting Lead
Culture Insight & Strategy Senior Manager
Making work more human, and more purposeful, is a key priority for boards and HR teams in 2021. This has deep impact on workplace practices, from executive pay and profitability, to talent acquisition and supply chain management.
It is critical that businesses ensure that these top-level board priorities become part of everyday business for all employees, in order to avoid reputational damage and ensure future profitability.
This research explores the relationship between environmental factors, responsible business and organisational purpose, at board, HR, line manager and supply chain level. We break down the drivers that are defining the shifting relationship between business and purpose, and provide practical insights into how organisations are aligning human values with HR practices and cultural change.
About the research
REBA surveyed its audience of reward and benefits and HR directors in May 2021 for Aligning Corporate Culture and Human Values. We received responses from 123 reward and benefits, and HR specialists working across a wide range of industry sectors (full breakdown available within the report).
- Introduction: Focusing on sustainability can transform organisational culture
- Overview: Strategic HR in a values-led world
- Data at a glance: Human values at board level and in the wider organisation
- Influencer views
- Part 1: Environment, responsibility and purpose
- Investors expect to see action on climate change and sustainable development
- Making insurance, investments and savings greener
- Pay and ESG
- Looking after communities through responsible decision-making
- Case study: National Grid – how to embed responsible business
- Part 2: Inclusivity and fairness
- Moving from policy to practice
- How to avoid key mistakes wen tackling DEI
- Case study: Severn Trent – HR’s role in social purpose
- Linking the employee experience and employee engagement
- Attracting talent and reskilling
- Four steps to addressing DEI
- Part 3: Employee wellbeing
- Mental wellbeing: burnout, stress and exhaustion
- Keeping employees safe and physically well
- Case study: Santander – 5 recent wellbeing initiatives
- Easing employees’ money worries
- Three key actions for financial wellbeing
- Social wellbeing: the importance of belonging
- Case study: HCA Healthcare UK
- About the survey
- About REBA and Mercer Marsh Benefits
About the authors
This report was devised by REBA, together with Mercer Marsh Benefits. It was written by Sara Benwel, Graham Brown and Maggie Williams. The report was edited by Rima Evans and designed by Sally Ann Smith.