The Legacy of Workplace Culture
When we go through a recruiting process, we evaluate a candidate’s experience, qualifications, demeanour and their potential fit for the organization. However, the impact of an individual’s previous workplace is often overlooked. This aspect is considered only when the candidate’s former employer is known to have a poor culture. Otherwise, it is not a significant component in the recruitment process.
An employee’s experience does not end when they leave an organization. Good or bad, it influences their behavior in their next jobs. If someone had a negative experience, they would likely carry that mindset into their new role. For example, if an employee was constantly working in fear, their defensiveness or always being on high alert remains until a more positive experience replaces it.
I found myself in this position years ago. I came from a very “survival of the fittest” company, where I was in a constant state of fear of my boss. When I left, I took 6 months off work to look after my family, but also to try to get that experience off of me. But, when I started my new job, the fear of my former boss came with me. I remember being timidly afraid to ask if I could schedule a personal day and my new boss jokingly asked if I had battered secretary’s syndrome. I did, actually. It took me about eight months to feel secure in the supportive environment. Observing my kind and helpful colleagues was a revelation after years in a harsh workplace.
Leaders should consider and plan for the effects of cultural hold-over to ensure inclusive and safe environments. A new employee might require additional validation and support to build confidence, which in turn can enhance engagement and participation in meetings and other activities. If an employee experienced bullying in a previous role, their transition may take longer and necessitate consistent evidence of a safe environment.
An employee’s transition period can take months. Leaders should ask if there is anything from past experiences that needs support. Early intervention can reduce recovery time and show the organization’s commitment to a positive workplace culture. Supporting new employees is a key indicator of this dedication. Remember, issues that new employees come with are reflective of their previous work environments, not their own personal qualities.
While initially this will feel like an investment of time and effort for the leader, there is a huge benefit to their own reputation and that of the organization for demonstrating care and concern for their people. Being the “rescuing” leader will have a long-lasting impact and ripple effect of positive transformation for their employee, and anyone they share that story with.
