Xing surveys corporate culture amid pandemic

Around 70 per cent of respondents said personal contact in the office is important for the emergence of tangible corporate culture. "The survey confirms our theses. Corporate culture needs an office, a physical place for interaction, creative togetherness and more," said Dr. Sabrina Zeplin, Managing Director of Xing. However, corporate culture is no longer a domain limited to management. Almost a quarter of respondents said that corporate culture is a joint process between management and employees. 

Corporate culture has changed since the outbreak of the pandemic, according to almost 49 per cent of respondents. Those interviewed miss joint (virtual) activities, experience less praise and appreciation of their work and are under greater pressure to perform or a greater psychological burden. Corporate culture has changed for the better, according to 20 per cent of respondents. Interviewees mentioned an improved trusting relationship with managers, more praise and appreciation of their work and greater clarity about strategic goals.

Around 60 per cent of respondents came out in favour of a feel-good manager, who would actively shape corporate culture. Zeplin remarked: "Companies should think about creating an explicit position for culture development. Not simply for ordering fruit and sticking slogans on the walls, but as organisational development. This is about mechanisms to create identity, trust and retention, as well as creating an environment in which the potential of employees can contribute maximally to a company's success."

Around 54 per cent of respondents are currently "very or rather satisfied" with corporate culture. But what constitutes a good corporate culture? Members of Xing frequently mentioned interaction with colleagues, trusting relationships with managers, praise and appreciation of their work, a positive and open approach to mistakes or tolerance of errors, and clarity about the company's mission/vision and strategic goals.

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