{"id":995,"date":"2024-08-30T17:00:00","date_gmt":"2024-08-30T15:00:00","guid":{"rendered":"https:\/\/www.husaca.nl\/?p=995"},"modified":"2025-08-19T08:43:27","modified_gmt":"2025-08-19T06:43:27","slug":"2017973_the-impact-of-corporate-culture-on-human-sales-capital-performance","status":"publish","type":"post","link":"https:\/\/www.husaca.nl\/en\/2017973_the-impact-of-corporate-culture-on-human-sales-capital-performance","title":{"rendered":"The impact of corporate culture on Human (Sales) Capital performance!"},"content":{"rendered":"
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In order to enable above-average human performance (also known as human excellence) in an organization, there are quite a few factors that influence it. Precisely where companies are constantly striving to create competitive advantage in a turbulent market, it is therefore essential to pay extra attention to this. In order to ultimately achieve \u2018human excellence,\u2019 the initial impetus for this must already be given higher up in the organization.<\/em><\/strong><\/strong><\/p>\n<\/div><\/div>\n\n\n\n

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Organizational excellence<\/h2>\n\n\n\n

The right balance between People, Strategy and Sales, organizational alignment and the pursuit of a \u2018high performing organization\u2019 form an important foundation. Organizational excellence (also called\u00a0organizational excellence<\/strong>\u00a0called) is an important first step. From strong leadership and effective communication to a culture of continuous improvement and employee engagement. When an organization excels in these areas, employees are enabled to reach their full (talent) potential, leading to increased productivity, creativity, job satisfaction, commercial acceleration and sustainable growth.<\/p>\n<\/div><\/div>\n\n\n\n

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Commercial excellence<\/h2>\n\n\n\n

Another important component as we look within the organization, besides wanting to create an outstanding organization, is the pursuit of commercial excellence (also called\u00a0commercial excellence<\/strong>\u00a0mentioned). Especially for employees involved in the commercial customer process, this is a must! Commercial excellence focuses on driving business growth and profitability. This includes understanding the market, adapting to changing customer needs, and delivering high-quality products and services. When a company excels commercially, it creates opportunities for its employees to excel as well, whether in terms of career development, skills or financial incentives.<\/p>\n<\/div><\/div>\n\n\n\n

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Research, numbers and impact of corporate culture<\/h2>\n\n\n\n

To enable both organizational and also commercial excellence, a healthy corporate culture is perhaps one of the most important requirements. In a recent survey done among\u00a01,800 employees<\/em>\u00a0in several countries showed that\u00a050 %<\/em>\u00a0of all employees say they work in an organization with a\u00a0toxic culture<\/em>. Such a culture is best recognized by a reduced sense of personal responsibility and (thus) placing blame (the blame) on others. The probability that someone in a toxic organization still shows improvement initiative and proactive behavior is 5%. The chance that someone in such a toxic culture is \u2018engaged\u2019 and experiences job satisfaction is 4%. (That alone literally costs many (tens of) thousands of dollars per employee.). The probability of someone who experiences the culture as toxic working in a \u2018high performance team\u2019 with good connections between them is even lower: 3%.<\/p>\n<\/div><\/div>\n\n\n\n

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Management is the great example<\/h2>\n\n\n\n

Perhaps an \u2018open door\u2019 but in my opinion mega important to mention is the fact that the management should be \u2018the great example\u2019 of culture carrier. In practice, we often see this differently. For example, if management starts talking with employees (gossiping along) or shares certain assumptions with other employees - without having listened to the persons concerned - there is a great chance that employees will adopt this behavior and before you know it, a toxic corporate culture of \u2018elbow work\u2019, gossiping, shirking responsibility and\/or \u2018backroom politics\u2019 will arise.<\/p>\n<\/div><\/div>\n\n\n\n

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The impact of corporate culture<\/h2>\n\n\n\n

The impact of a company's culture on employee performance can <\/strong>and may not <\/strong>are underestimated. A positive and supportive corporate culture can motivate employees to excel, and foster a sense of connection, purpose and commitment and be a driving force in cultivating an environment in which employees thrive, talent can come into its own and employees contribute to the long-term success and sustainability of the organization.<\/p>\n\n\n\n

On the other hand, a toxic <\/em>or dysfunctional<\/em> culture impede employee morale, productivity and overall performance. It is a driver of talent wastage and high unwanted turnover. Unfortunately, too often we see talented employees then leave an organization and the lower performing employees are left behind because they simply don't dare take the step to leave.<\/p>\n\n\n\n

When an organization prioritizes creating a culture of excellence where values such as transparency, collaboration, innovation and respect are adhered to, employees are more likely to be inspired and able to do their best work. This positive culture not only improves employee job satisfaction and well-being, but they will also be committed to achieving organizational goals.<\/p>\n<\/div><\/div>\n\n\n\n

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Achieving human excellence<\/h2>\n\n\n\n

Ultimately, we see that\u00a0human excellence\u00a0<\/em>is the result of a\u00a0holistic approach\u00a0<\/em>that prioritizes both employee well-being and business success. By intertwining organizational excellence, commercial excellence and a positive corporate culture, companies can create a mega powerful synergy that leads to\u00a0commercial acceleration<\/em>,<\/strong>\u00a0sustainable growth<\/em><\/strong>\u00a0and\u00a0maximum return<\/em><\/strong>\u00a0on the\u00a0human capital performance<\/em><\/strong>.

It certainly pays to reflect on this from time to time and take a completely objective look at your organization and critically examine whether you, as a company, are still \u2018on track\u2019 AND whether employee self-responsibility is sufficiently present in the organization.<\/p>\n<\/div><\/div>\n\n\n\n

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\u2018Culture is not an initiative. Culture is the enabler of all initiatives.\u2019 - Larry Senn<\/h2>\n<\/div><\/div>\n\n\n\n
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By\u00a0Martijn Spek<\/a>, August 30, 2024<\/h3>\n<\/div><\/div>","protected":false},"excerpt":{"rendered":"

Om bovengemiddelde menselijke prestaties (ook wel human excellence genoemd) in een organisatie mogelijk te maken zijn er nogal wat factoren die invloed hebben. Juist daar waar…<\/p>","protected":false},"author":2,"featured_media":996,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_seopress_titles_title":"","_seopress_titles_desc":"Om human excellence in een organisatie mogelijk te maken zijn er nogal wat factoren die invloed hebben. Juist daar waar bedrijven voortdurend streven naar het cre\u00ebren van concurrentievoordeel in een turbulente markt, is het dus essentieel om hier extra aandacht aan te geven.","_seopress_robots_index":"","_seopress_robots_follow":"","_seopress_robots_imageindex":"","_seopress_robots_snippet":"","_seopress_robots_primary_cat":"","_seopress_robots_breadcrumbs":"","_seopress_robots_freeze_modified_date":"","_seopress_robots_custom_modified_date":"","_seopress_robots_canonical":"","_seopress_social_fb_title":"","_seopress_social_fb_desc":"","_seopress_social_fb_img":"","_seopress_social_fb_img_attachment_id":0,"_seopress_social_fb_img_width":0,"_seopress_social_fb_img_height":0,"_seopress_social_twitter_title":"","_seopress_social_twitter_desc":"","_seopress_social_twitter_img":"","_seopress_social_twitter_img_attachment_id":0,"_seopress_social_twitter_img_width":0,"_seopress_social_twitter_img_height":0,"_seopress_redirections_value":"","_seopress_redirections_enabled":"","_seopress_redirections_enabled_regex":"","_seopress_redirections_logged_status":"","_seopress_redirections_param":"","_seopress_redirections_type":0,"_seopress_analysis_target_kw":"","footnotes":""},"categories":[1],"tags":[],"class_list":["post-995","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"acf":[],"_links":{"self":[{"href":"https:\/\/www.husaca.nl\/en\/wp-json\/wp\/v2\/posts\/995","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.husaca.nl\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.husaca.nl\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.husaca.nl\/en\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.husaca.nl\/en\/wp-json\/wp\/v2\/comments?post=995"}],"version-history":[{"count":2,"href":"https:\/\/www.husaca.nl\/en\/wp-json\/wp\/v2\/posts\/995\/revisions"}],"predecessor-version":[{"id":1575,"href":"https:\/\/www.husaca.nl\/en\/wp-json\/wp\/v2\/posts\/995\/revisions\/1575"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.husaca.nl\/en\/wp-json\/wp\/v2\/media\/996"}],"wp:attachment":[{"href":"https:\/\/www.husaca.nl\/en\/wp-json\/wp\/v2\/media?parent=995"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.husaca.nl\/en\/wp-json\/wp\/v2\/categories?post=995"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.husaca.nl\/en\/wp-json\/wp\/v2\/tags?post=995"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}