| | DECEMBER 2021MANAGEHRMAGAZINE.COM19build critical cultural mechanisms like recruitment, onboarding, communication, performance management, and recognition. Then, in the end, we focus on the employees and provide them with the necessary training they need to understand and adopt any new core values that guide their activities and interactions.What are the changes that the pandemic has accompanied, and how is your company responding to those?The pandemic has changed the concept of workplace on various fronts--from remote working to the proliferation of gig workers. Rather than architecting a well-decorated office space, it has become essential for businesses to focus more on ensuring seamless connectivity and building communication among employees. The home is the new office, and whenever an employee logs in for the day, he/she expects the same emotional connection with peers and colleagues. At this juncture, managers and leaders have to be more proficient as well as understand the requirements of their employees for leading the virtual teams. Our goal is to facilitate this journey and prepare managers for the future.What is the typical process that you follow while engaging with clients?We leverage the Culture Hacker Assessment approach to gain a comprehensive understanding of the cultural priorities and requirements of the organization. We first assess clients' business environment for knowing the existing gaps and the behavior and habits of leaders. We look at every point that contributes to culture--recruiting process, recognition process, and how key messages are communicated with everyone.Then, we recommend the necessary strategies that need to be implemented or which mechanisms should be changed for the next 12 or 24 months. Clients can themselves build a strategic roadmap to follow our recommendations or can directly engage us. We also have a training academy in Las Vegas where we bring people to provide them with proper training.For example, we worked in liaison with one of the largest U.S. airlines and trained 35,000 flight attendants over a single year. Our team coaches complemented their internal resources to help facilitate that change within the predefined timeframe. Finally, the airlines could witness the change and measure the outcomes. Not stopping there, we also provided necessary support services to sustain that change. More importantly, we made the entire training process seamless and interesting--it's not just showing some lifeless PowerPoint presentations.What does the future hold for SGEi?Over the years, we have worked in liaison with several enterprise-level clients, and we still focus on them. Going forward, our aim is to help more small businesses that cannot afford to have sound HR infrastructure. In fact, for this purpose, we are developing a small business assessment and toolbox. In a nutshell, traditionally, HR has been more administrative and very functional. We approach it from a much more dynamic business-orientated perspective. That's why we have been able to drive several businesses toward success. Shane GreenOur goal is to help clients build sound organizational culture that enables employees to perform at their best and elevate the leadership team's capability to inspire their people
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