01
Cultural diagnosis
Interviews with leadership and a cross-section of the company: the distance between the culture you say you have and the one being practised.
Service
Culture & Values
Culture is not what is written on the wall. It is the pattern of decisions people can predict: who gets hired, who gets promoted, what gets tolerated. We work on those decisions — and let the statement follow.
The problem
Signals you will recognise
- 01The values are defined, but they do not show up in any decision.
- 02The culture you had at fifty people is diluting as you grow.
- 03Each team has developed its own version of how things are done here.
- 04Behaviour that bothers everyone continues without consequence.
- 05Recent hires are not landing well, and nobody can say why.
How it works
What we do
02
Values and behaviours
We define or revise the values with leadership and translate each one into concrete behaviour — including the behaviour that is incompatible with it.
03
Wire them into decisions
We connect the behaviours to the moments where culture is actually decided: hiring, onboarding, evaluation, promotion and recognition.
04
Launch
Internal communication, the rituals that keep it visible, and the material managers need to hold the line after we leave.
Topics covered
- Values definition
- Observable behaviours
- Leadership behaviours
- Hiring and onboarding integration
- Recognition
- Internal communication
Deliverables
- A reading of the gap between stated and practised culture
- Values defined or revised, with leadership in the decision
- Each value translated into observable behaviours — and incompatible ones
- Expected behaviours for people who lead teams
- Integration into hiring, onboarding, evaluation and promotion
- An internal launch plan, and rituals that reinforce it
Typical outcome
The values show up in real conversations — a hiring decision, a promotion, a difficult conversation — instead of showing up on a wall.
Six to eight weeks, with scope and price fixed before we start.
How it is delivered
01
Diagnose
02
Benchmark and principles
03
Design
04
Validate
05
Implement
06
Support
Questions we are asked
A workshop is one afternoon of it. The work is what happens after: translating the values into behaviour and wiring them into hiring, evaluation and promotion, so they change decisions rather than decorate slides.
Almost never. Usually the values are fine and the problem is that nothing connects them to decisions. We keep what is genuinely yours and build the connection.
No. We work on the culture from the inside. The employer brand tends to improve as a consequence, because the stories people tell outside match what happens inside.
Very, at specific moments. Values that leadership did not visibly decide are read as a People initiative, and ignored accordingly.
Your company has changed. Has your organisation caught up?
The People Diagnostic establishes where the organisation is constrained, and what to fix first.