Work has changed - but more importantly, how work feels has changed.
For years, organizations defined culture through vision statements, leadership messaging, and structured programs. Today, that definition feels incomplete. Culture is no longer what is written - it is what employees experience every day - in conversations, decisions, and interactions.
As reflected in a recent SHRM dialogue in partnership with O.C. Tanner and industry leaders, culture is built not in big moments but in small, everyday signals - how managers respond, how expectations are set, and whether employees feel seen, heard, and valued.
Increasingly, these lived experiences are what shape engagement, performance, and long-term success.
From “Soft Lever” to Strategic Driver
The perception of culture as a “soft” element is rapidly fading. Organizations today recognize that culture has a direct impact on business outcomes - ranging from performance and productivity to compliance and reputation.
As Anupam Kaura – President & Chief human Resources Officer, Kotak Mahindra Bank observed:
“Culture… is becoming a make or break. Every day, there is something that reminds you where culture could have played a different role.”
Misaligned culture often shows up in tangible ways - attrition, disengagement, and reputational risks. Conversely, organizations with strong cultural foundations treat it as a long-term differentiator.
Anupama Kaul – India ABO Human Resources Leader, Cummins India reinforced this perspective:
“Culture is foundational… it has been pivotal in sustaining and growing the organization for over 100 years globally.”
The distinction is clear: culture is no longer an afterthought - it is a strategic priority.
The End of Old Assumptions
The workplace has undergone a fundamental reset. Long-held assumptions about productivity, engagement, and learning are being redefined.
D. Anil Kumar – Senior Director & Head HR, Infor India highlighted one of the most significant shifts:
“People in office equals productive workforce - that assumption has changed fundamentally.”
Performance today is less about presence and more about enablement. Distributed teams are delivering outcomes effectively when supported with clarity, trust, and the right tools.
At the same time, organizations are moving away from standardized approaches toward personalized employee experiences. Learning is becoming continuous and embedded, while recognition is shifting from periodic to real-time.
Together, these shifts reflect a broader transformation:
Workplaces are becoming more human, flexible, and adaptive.
Performance is Human-Centered
At the core of this transformation lies a simple truth - people drive performance, and people are driven by human needs.
Belonging, recognition, purpose, and respect are no longer peripheral - they are central to performance.
Candy Fernandez – Director People & Great work, O. C. Tanner captured this insight:
“People seek belonging and recognition… that’s a core human need.”
What has changed is how directly these needs now influence outcomes.
High performance is no longer sustained through pressure alone. Instead, it is driven by balance.
“High performance should be an outcome of high expectations balanced with high support.”
High expectations provide clarity, accountability, and direction. High support - through empathy, well-being, and leadership accessibility—ensures sustainability.
Without this balance, organizations risk burnout rather than performance.
Inclusion and Recognition: Everyday Culture in Action
While inclusion has long been discussed, its real impact lies in everyday actions.
Simple behaviors - checking in with intent, respecting time and boundaries, listening actively, and creating space for ideas - play a powerful role in shaping employee experience.
These actions signal that employees are valued, not just for what they deliver, but for who they are.
Recognition further amplifies this experience:
“Recognition makes visibility tangible. It says - I see your effort, and it matters.”
When inclusion and recognition work together, they create a reinforcing cycle of trust, engagement, and performance.
Leadership: The Culture Multiplier
Culture is not sustained by policies alone - it is shaped by leadership behaviour.
Anupama Kaul highlighted three behaviors that are critical in building trust:
“Being authentic… being transparent… and providing feedback - that’s what builds trust.”
Authenticity requires leaders to be open and human - acknowledging challenges, sharing failures, and demonstrating vulnerability. Transparency empowers employees with clarity, while feedback reinforces growth and development.
At the same time, organizations must ensure that culture does not fluctuate with leadership changes.
As Anupam Kaura noted:
“Leaders bring their own micro-elements of culture… but strong processes, purpose, and values help organizations tide over transitions.”
Strong cultural anchors ensure continuity, even as leadership evolves.
Hybrid Work: Designing for Connection
Hybrid work has unlocked flexibility, but it has also introduced new challenges - particularly around connection and belonging.
Without intentional effort, employees - especially those working remotely - may feel disconnected or invisible.
This places greater responsibility on managers to:
- Create intentional touchpoints
- Ensure fairness across teams
- Reinforce visibility and recognition
In a hybrid world, belonging does not happen organically - it must be designed and sustained.
Culture is What You Reward
One of the most defining insights is this:
“Toxicity is an end outcome of a badly run setup… what you reward and tolerate defines the culture.” - Anupam Kaura
Culture is shaped not just by what organizations promote, but also by what they ignore.
To drive meaningful change, intent must be supported by systems.
Anupama Kaul emphasized:
“You need systemic solutions… clear behaviors, independent mechanisms, and visible action.”
And importantly:
“Miracles don’t happen. You have to stay at it.”
Culture transformation requires consistency, accountability, and sustained leadership commitment.
Final Reflection
Culture today is no longer a static framework - it is a daily experience.
It is shaped in conversations, reinforced through leadership behaviors, and felt in moments that matter.
The organizations that will succeed are not those with the most policies, but those that create truly human-centered workplaces - where people feel valued, supported, and connected.
Because ultimately, the future of work is not just about performance.
It is about people.
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