Culture can be a lazy word and cover a multitude of sins but it doesn't have to be. There is ample research to substantiate a limited number of concrete and measurable dimensions common to most organisations’ daily operations. HPA identifies five major dimensions and fourteen culture sub-factors which can be reliably measured, not as a matter of opinion, but as evidenced in daily practice.

The Culture Audit is a long way from an employee satisfaction or an employee opinion survey, in that its components are reality-tested and throw up actionable information. An HPA Culture Audit is additionally able to distinguish between sub-cultures within the organisation. It may for example highlight to what extent senior management’s interpretation of the culture has not filtered down to, nor is experienced in the same way by another cross-section of the workforce. Such sub-culture discrepancies can directly undermine organisational progress and objectives.

Beyond that, Mergers and Acquisitions are notorious for their failure to fulfil expected financial benefits.  An early inexpensive Culture Audit from HPA highlights areas of concern and possibly mismatched cultures. It is now widely accepted that once the due diligence process is underway a more searching culture audit across the whole business can help avoid the worst mistakes in designing a merged people plan and probable fresh culture. An HPA Culture Audit helps organisations to identify the factors which make the biggest difference, allowing timely action to be taken to protect investment in people.

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