Transforming Workplace Culture After Investigations
In today’s complex workplace environment, organizations often find themselves facing disruptive investigations that reveal deeper cultural issues. Shannon Scharnberg, Founder/CEO + Principal of Evolve Group Inc., specializes in helping organizations recover and rebuild after formal investigations conclude. As an Organizational Development (OD) practitioner with expertise in culture architecting, Scharnberg offers valuable insights into transforming workplace cultures and adapting diversity initiatives to today’s political landscape.
The True Cost of Workplace Investigations
“An investigation is a symptom of a culture that is struggling,” explains Scharnberg. When organizations experience repeated workplace complaints resulting in investigations, they’re often seeing just the tip of the iceberg. Scharnberg also notes that the costs go far beyond legal expenses, extending to recruitment, lost productivity, and damaged morale.
Per Scharnberg, organizations may spend hundreds of thousands on reactive measures without addressing root causes. She advises looking at the business data: “Let’s say they’ve paid an investigations firm a sizable amount to wrap up multiple investigations… you calculate all that (i.e., investigations, post-investigations coaching or exiting a problematic employee, perhaps with a severance package, recruiting for and hiring a replacement, training and onboarding new employees, and the loss of productivity during the first six months in role) you have just spent $500,000 on these issues,” she explains. “What if you spent $100,000 on assessments, coaching and mentoring, and an OD practitioner to come in and help you uncover the issues?”
The Culture Assessment Process
For organizations ready to move beyond reactive problem-solving, Scharnberg recommends starting with a comprehensive culture assessment. Her approach begins with the end in mind: “What does success look like? What are you trying to accomplish?”
The process typically includes:
- Data Collection: Surveys that gather “big data” from employees and other stakeholders to identify trends and problem areas.
- Leadership Assessment: Evaluating how leaders connect with employees through one-on-ones, skip-level meetings, and feedback mechanisms.
- Focused Follow-up: When the data reveals specific departmental issues, conducting targeted focus groups or additional interviews.
- Findings Presentation: Sharing trends, priority areas based on business risk, growth opportunities, and positive momentum points.
- Strategic Roadmap: Developing a timeline with specific recommendations and associated costs.
“I present a roadmap based on time, budget, those kinds of things. And then I leave it with them to think about,” says Scharnberg. “I allow them space to make decisions.”
Culture Architecting: Building Sustainable Foundations
Scharnberg describes culture architecting as building the foundation and structure of an organization “so that it can withstand the storms, be a safe haven for people, and be a beautiful way to serve your customers or clients.” The organizational culture is the foundation and scaffolding upon which businesses can scale and be successful. This foundation includes the people, policies, and practices that form the infrastructure of the business.
Culture architecting acknowledges Peter Drucker’s famous assertion that “culture eats strategy for breakfast.” Without investing in culture from the beginning, organizations will face symptoms like staff turnover, infighting, and reduced productivity.
From DEI to JEDI: Navigating the Political Landscape
In today’s politically charged environment, Scharnberg has observed a significant shift in how diversity, equity, and inclusion work is positioned. She notes that “DEI, the acronym, has been co-opted… In fact, it’s been wielded as a weapon.”
Rather than abandoning the important work, Scharnberg recommends shifting terminology and focusing on business outcomes. She prefers the term “JEDI” (justice, equity, diversity, inclusion) and emphasizes framing these initiatives as business imperatives rather than moral imperatives.
“I hardly ever use the term DEI in my work with my clients,” she explains. “They hire me for OD work because they had an investigation, and the culture isn’t working and they need help.”
For organizations concerned about political backlash, Scharnberg advises a simple approach: “We don’t have to call this a DEI program. It’s just people best practices.”
She uses compelling metaphors to illustrate the business case, comparing workplace diversity to biodiversity in agriculture: “Just as in nature, monoculture, while it may be offering some short-term benefits in terms of yield and efficiency in farming and agriculture, it’s not a long-term strategy… We (businesses and people) are the same. We are an extension of nature and what happens in nature also happens in business.”
Moving Forward
Ultimately, Scharnberg’s work focuses on making workplaces more human-centered. “Without people, all you’ve got is a really good idea. People are what makes business business,” she says. By helping organizations invest proactively in their cultures rather than reactively addressing problems, she creates sustainable environments where both people and businesses can thrive.
For organizations recovering from workplace investigations, the path forward requires honest assessment, strategic investment, and a willingness to address the deeper cultural issues beneath the surface. As Scharnberg puts it, “If you invest even a little bit more than you did last year, it’s going to be good.”
Read Shannon’s Bio Here (PDF)