Editorial

Pages269-269
Published date12 November 2018
DOIhttps://doi.org/10.1108/SHR-11-2018-149
Date12 November 2018
AuthorJavier Bajer
Subject MatterHR & organizational behaviour,Employee behaviour
Editorial
Javier Bajer
The Changing BehavioursFallacy
If you’ve been aroundthe block, you probably noticed that something is missing.
Most organisations are good at talking about behaviours, but the best interventions struggle
to convert good intentions into measurable results. Conferences where people “talk” about
the change theywant to see are slow to become everyday reality.
Most organisationstry hard to change their culture. Ask their top teams and they wouldsay:
Our Culture needs to change for our Strategy to work.
Here’s a list of behaviours (values, principles, behaviours, pillars, codes of conduct,
standards, morals, etc.), so go do something about it.
Surveys are rolled out for people to feel involved. Findings are discussed to empower them.
Perks rolled out to increase engagement. Metrics drive performance management
conversationsbecause everyone knows that “we get what wemeasure”.
The entire organisation is now talking about the new behaviours, but everyday interactions
seem to be stuck in the past. When askedabout results, people often describe the size of the
interventions,showing group selfies taken during team huddles at fun corporateevents.
I’m sorry to be so blunt, but behaviours can change only when we changebeliefs. This does
not work the other way around. People get passionate and committed when there is a clear
sense of purpose which drives an appetiteto work as part of a team who is creating real and
tangible value for somepart of society.
Unfortunately, if you can’t get thisright, you are on for a long parade of futile culture change
initiatives, always fine-tuning the promises for a better future [...] but never actually getting
there. We do have a choice,of course. We get what we believe in.
Warmly,
Dr Javier Bajer
Editor-in-Chief
Strategic HR Review
Javier@javierbajer.com
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DOI 10.1108/SHR-11-2018-149 VOL. 17 NO. 6 2018, p. 269, ©Emerald Publishing Limited, ISSN 1475-4398 jSTRATEGIC HR REVIEW jPAGE 269

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