Equip managers to hold the difficult conversations strong organisational culture requires.
Building a Strong and Cohesive Organisational Culture
Move strong organisational culture from general awareness to a repeatable, reviewable practice.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
People decide what strong organisational culture really means by watching who gets promoted. A process for the wider people management and development agenda that managers quietly work around has already failed. Participants leave with a method for this strand of people management and development, not a set of opinions about it. The material serves both public bodies and commercial organisations dealing with strong organisational culture. Organisations that document the wider people management and development agenda properly resolve disputes about it far more quickly. Teams frequently over-invest in documenting this strand of people management and development and under-invest in testing it. Cases are chosen to expose the trade-offs in strong organisational culture rather than to illustrate ideal conditions. The outcome is a practitioner who can hold a position on the practice within people management and development and revise it on evidence. Work concludes with a self-assessment of this strand of people management and development that participants can repeat annually.
Expected Learning Outcomes
Address the equity and inclusion implications of strong organisational culture deliberately.
Diagnose whether a problem in strong organisational culture is one of design, resourcing or discipline.
Align strong organisational culture with the organisation's workforce plan rather than treating it in isolation.
Prepare managers for the emotional load strong organisational culture places on them.
Reduce avoidable variation in how strong organisational culture is carried out across teams.
Handle the trade-offs in strong organisational culture between speed, cost and assurance explicitly rather than implicitly.
Who Should Attend
Team leaders and supervisors who put strong organisational culture into practice day to day.
Recruitment and resourcing staff affected by strong organisational culture.
Employee relations specialists handling cases arising from strong organisational culture.
Human resources managers and business partners responsible for strong organisational culture.
Senior leaders accountable for the culture strong organisational culture produces.
Procurement and contracting staff whose agreements set obligations around strong organisational culture.
Course Modules
Strong organisational culture: policy design and legal footing
2 sessions · 8 pointsSession 1What your existing data already says about strong organisational culture
- Establish the boundary of strong organisational culture and record what sits outside it.
- Document the reasoning for every exception granted under strong organisational culture.
- State the purpose of strong organisational culture in one sentence a new manager would understand.
- Build the internal briefing that explains strong organisational culture to those affected.
Session 2The exception to strong organisational culture that sets the precedent
- Design the communication for strong organisational culture around the questions people will actually ask.
- Check that strong organisational culture complies with current labour regulation in every location.
- Review strong organisational culture for unintended equity effects across groups.
- Confirm that contractual obligations around strong organisational culture are understood.
Strong organisational culture: review, learning and adjustment
2 sessions · 8 pointsSession 1Piloting a change to strong organisational culture before committing
- Set the consistency check that catches uneven application of strong organisational culture.
- Anticipate the objections strong organisational culture will raise and prepare the answers.
- Script the difficult conversation strong organisational culture requires and rehearse it.
- Build the appeals route for strong organisational culture and publish it.
Session 2Building manager capability in strong organisational culture rather than owning it centrally
- Agree the indicators that will show whether strong organisational culture is improving.
- Establish what evidence demonstrates strong organisational culture is under control.
- Close out actions on strong organisational culture rather than leaving them open indefinitely.
- Write down the assumptions underpinning the approach to strong organisational culture.
Strong organisational culture: capability across the management line
2 sessions · 8 pointsSession 1Explaining strong organisational culture so people believe it
- Ask employees what strong organisational culture feels like from their side.
- Build the competence framework that supports strong organisational culture.
- Assign responsibility for keeping documentation of strong organisational culture current.
- Set escalation thresholds for strong organisational culture that work out of hours.
Session 2Testing strong organisational culture before relying on it
- Measure the effect of strong organisational culture on retention and performance, not activity.
- Check that strong organisational culture still works when volumes rise unexpectedly.
- Set the annual review point for strong organisational culture and who attends.
- Train line managers on strong organisational culture rather than handling every case centrally.
Strong organisational culture: evidence, data and honest measurement
2 sessions · 8 pointsSession 1Getting other functions to support strong organisational culture
- Agree the smallest change to strong organisational culture that would be visibly useful.
- Record the rationale for each significant choice made about strong organisational culture.
- Collect evidence on the present handling of strong organisational culture before proposing changes.
- Test the procedure for strong organisational culture against a realistic scenario.
Session 2Escalation and decision rights in strong organisational culture
- Test the policy on strong organisational culture against three real cases from the past year.
- Identify the data the organisation already holds that bears on strong organisational culture.
- Define who decides on strong organisational culture and who may only recommend.
- Compare intended and actual outcomes of strong organisational culture honestly.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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