Many organisations talk about their corporate culture. DELA does the same. It is not always easy to explain what that is. I am trying to explain the corporate culture at DELA in a simple way.
There are a lot of definitions about culture. Actually, it always comes down to the answer to a few simple questions.
How do we deal with each other? How do we communicate with each other? How do managers give leadership? How do we want to do our work?
This is about behaviour between employees and the way in which employees carry out their tasks. If you, as a company, have a vision on this, it is best to have it translated into very concrete values. Values indicate how you interact with each other, how you communicate with each other, how managers lead, how employees carry out their work.
The culture at DELA is based on 3 values: commitment, integrity and entrepreneurship. These values form our DNA and determine the way we work. I myself am enormously fascinated by the way we treat our people. It is my great conviction that the way we do this determines the job satisfaction of our employees, and therefore their commitment and contribution. Authentic appreciation and showing respect are essential as far as I am concerned. Moreover, the way we treat people also contributes to the success of the organisation! Culture ... so decisive!
Our values therefore form an essential part of every policy plan. Once again, they are one of the building blocks of our new Master Plan 2025.
Purpose: what contribution do we want to make to society?
Mission: what is our raison d'être and what do we want to do for whom?
Daring goal: where do we want to be in 2025?
Values: how do we want to carry out our work? How do we deal with each other?
Pillars: what is our distinctiveness in the market?
Our values determine our business operations. For example, DELA will discontinue cooperation with an external partner if it turns out that this partner is not generating business with integrity. Integrity is therefore our most important value. DELA does not want to profit or profit from situations that go against our values, and therefore certainly not against acting with integrity.
For example, DELA also has an employee integrity policy that describes a number of principles around acting with integrity (Pre- and In-Employment Screening, Conflicts of Interest, Family Policy and Relationships at Work, Reporting Abuse). The PEIS (Pre- and In-Employment Screening) is also part of this: at the time of recruitment, DELA will screen candidates not only for suitability, but also for reliability.
Throughout the year, the manager enters into a dialogue with his or her employee about these values, among other things. As part of a truly open feedback culture, the HR team carried out a 'TipTop' exercise in which each colleague gave a tip to the other, as well as a top or compliment. Very often this was about our values, how we do our work, how we deal with each other. It gave everyone more insight into how others look at everyone's behaviour in the workplace.
In addition to the informal conversations during the year, a formal evaluation interview based on the values follows at the end of the year. Concrete examples feed into this conversation, resulting in possible action points. In this way the employee can grow and develop further. The importance
of these values is already woven into our recruitment process. In addition to the PEIS, we have all candidates perform a BIO test, so that we can determine whether there is a match in terms of experiencing values.
Peter Drucker's words are not empty at DELA: Culture eats strategy for breakfast.