Behler-Young Company

Sandi Judson

Workplace Culture Champion

Over the last several years, our company has won numerous awards for our culture. We attract talent, have very high retention with our employees, who we call “team members,” and have created an environment where people want to be. Our average tenure is just short of 10 years, excellent for a distribution company.

When other HR colleagues assume that we’re experiencing the same problems they have with recruiting and retention, I get to say, “Actually, we’re doing really well.” Our secret? We understand that if we give both hope and pride to our team members, this will be a great place to work.

Boiled down, hope and pride are the driving forces behind engagement, retention, morale, employee referrals for open positions, successful succession, and by extension, ultimately the company’s overall cultural health. If your organization and HR team can intentionally nurture these two elements, you’re already focusing on what matters most: people. And, as you know, when people thrive, organizations thrive.

Hope

At our core, we as humans want to believe that the work we do today will make tomorrow a little better for ourselves, our families, and those around us. We want to know our work matters, that there’s a future to look forward to, and that our company is investing in it. We want transparency about where the organization is headed and confidence that leaders have a plan, value our input, and are moving in the right direction.

HR plays a significant role in building that hope. Development opportunities, promoting from within, coaching, and career conversations help employees see a path forward. These efforts don’t need to be expensive or complex. Sometimes, simply helping people understand their strengths, goals, and growth opportunities can make a meaningful difference. For those who are happy where they are, HR can reinforce their value and encourage them to pour into others.

Transparency is just as important in nurturing hope. When leaders openly share the vision, strategy, goals, and results, employees feel connected to the journey. They are less nervous when they see change because they know the path. People are far more likely to stay engaged when they understand where the organization is going and how they contribute to getting there. When they see a bright future and their part in the future, they have hope.

“ The answer to the culture and human resources struggles is simple: nurture hope for the future and pride in what employees do today. “

Finally, life happens, and employees need to know their company cares about them as human beings. Offer flexibility when possible. Business needs matter and (not “but”) we employ humans. This can be partially demonstrated in your leave programs and health insurance offerings. When organizations support people through challenging times, they build trust, loyalty, and hope that they can get through those times, often receiving that commitment back many times over.

Pride

Being part of something meaningful gives people a sense of pride. That pride grows when employees understand the organization’s mission, see how their work makes a difference, and have opportunities to use their unique gifts and talents. When they can share what they do with family and friends and feel good about it, their connection to the organization becomes even stronger.

Servant leadership plays a major role in fostering that pride. Leaders who support and empower their teams create a culture of trust, ownership, and respect. Employees feel valued for their contributions and motivated to make an impact, not only on the organization’s mission and team success, but also on the broader community. They have pride in their work.

An organization’s story can strengthen that sense of connection. My company recently celebrated 100 years as a family-owned business and is now transitioning to its fourth generation of family leadership. That milestone reflects the commitment of generations of employees who have brought their best to work every day. By sharing and celebrating this achievement through advertising, social media, and employee recognition, we’ve given our team something meaningful to rally around. Enthusiasm across the company has never been higher because employees can proudly say, “I’m part of that.” Look for positive stories and share them often.

HR can help nurture pride by connecting employees to the impact of their work, celebrating successes, creating opportunities to develop strengths and talents, and reinforcing servant leadership throughout the organization.

Final Thoughts

The answer to many of the culture and human resources struggles is simple: nurture hope for the future and pride in what employees do today.

When employees believe their work matters, see opportunities, feel valued and respected for their contributions, and connect to a purpose larger than themselves, engagement, loyalty and a positive culture will follow. One of the best parts about HR work is that we’re positioned to cultivate both hope and pride, creating an environment where people thrive. And when people thrive, organizations do too.