In the complex landscape of modern workplace dynamics, culture audits have emerged as a critical tool for organizations seeking to understand and improve their internal environment. But what transforms these assessments from mere data collection exercises into genuine opportunities for organizational growth? The answer lies in the powerful concept of discretionary effort.
We recently sat down with Tracy Jackson, a highly seasoned HR professional, to discuss discretionary and her thoughts on how companies can move beyond transactional employee relationships to cultivate an environment where employees willingly go the extra mile. Discretionary effort isn’t about mandating overtime or creating punitive performance metrics—it’s about creating a human-centered workplace where employees feel genuinely valued.
What is Discretionary Effort?
At its core, discretionary effort is an emotional investment by employees and leadership alike. As Jackson explains, it’s not a “head thing” but rather a “heart thing.” Employees are motivated to exceed expectations not through rigid performance frameworks but through authentic connections. For instance, when a manager demonstrates they care—whether by sending a condolence card during a difficult time, respecting personal boundaries, or understanding an individual’s unique “currency” of motivation—employees naturally become more committed.
Culture Audits: More Than Surface-Level Insights
Savvy HR leaders understand that effective culture audits go far beyond traditional survey methodologies. They require a nuanced approach that recognizes diversity in language, experience, and perspective. Jackson emphasizes the importance of defining seemingly universal terms like “respect.” For example, “When we think about the word ‘respect’ people think that everyone has the same definition of respect, everyone knows what that means.” However, “If you grew up in a neighborhood where you don’t disrespect someone, respect means opposite. You don’t stare them down. You don’t bump them when you pass them by that because that’s disrespect. You don’t do that, then that’s respect.” By clearly defining language and creating common understanding, employers can create spaces where employees from various backgrounds feel genuinely heard.
Key considerations for meaningful culture assessments include:
- Using accessible language that resonates with specific employee groups
- Providing multiple channels for feedback
- Creating psychological safety for honest communication
- Recognizing and addressing unconscious biases
Practical Strategies for Cultivating Discretionary Effort
Organizations can foster discretionary effort through intentional practices:
- Destigmatize support programs like Employee Assistance Programs (EAPs)
- Empower middle managers to make personalized recognition decisions
- Encourage leaders to model healthy work-life boundaries
- Create an inclusive environment that celebrates individual differences
The Role of Leadership
Leaders play a crucial role in generating discretionary effort. This means moving beyond traditional hierarchical models to create genuine connections. Jackson’s decades of experience at large corporations demonstrate how personal touches—even simple ones, such as sending cookies to an employee’s family or providing unique experiences—can create lasting loyalty.
It also means elevating leaders who understand the impact of language and action. For instance, when the phrase ‘girls in the office’ is used by leaders, employees can internalize that to mean that the ‘girls’ are infantilized or less than. “You’re making these women look like girls in your head, and we don’t see a ‘girl’ in the boardroom. All these things make an impression over time.” As such, empowering leaders to be mindful of language is important, per Jackson.
Jackson also emphasizes that leaders should take care to bring in the right people, yes, but also equip them with the right tools to address the needs of the employees. Leaders, specifically, that understand that Human Resources, “We are resources for humans. That’s what we’re supposed to do, is to be the resources for the human side of our employees, that’s my approach. When you think about it from that perspective, it changes how you deal with people. It’s not a transaction, it’s a relationship.”
Neurodiversity and Inclusive Environments
An often-overlooked aspect of culture audits is creating spaces that welcome neurodiversity. Jackson advocates for a “mosaic mentality” where unique individual characteristics are celebrated rather than suppressed. Continuing, Jackson says, “Isn’t it wonderful to work in a place where everybody can be unique and all these different individuals and you can put them together and they look like a mosaic?”The goal is to create an environment where employees can bring their whole, authentic selves to work.That is, “we don’t ask people to come in here to assimilate and be just one way.” Rather, we embrace that “We have neurodivergent people, we have people from the LGBTQ community, we’ve got people from the different racial groups, the different genders. If we say that we will serve people, we should be able to work with those people we serve.”
Parting Thoughts
Discretionary effort cannot be demanded—it must be earned through consistent, genuine investment in employee experience. Culture audits serve as a powerful diagnostic tool, but their true value emerges when organizations use these insights to create meaningful, human-centered workplace cultures.
The path to exceptional organizational performance isn’t necessarily through rigid control but perhaps we examine and approach the employee kaleidoscope through understanding, respect, and authentic connection.
About Tracy Jackson
Tracy is a highly engaging Human Resources leader, executive, and speaker. With over 20 years as a business leader, she has extensive knowledge building and overseeing top-performing teams and departments. Tracy has served as VP of HR or Chief HR Officer for numerous organizations in a variety of industries. Tracy is a proud graduate of San Diego State University. As a continuous learner, she has earned designations of Senior Professional in HR (SPHR) and Senior Certified Professional from Society of Human Resources Management (SHRM-SCP). She also holds a Diversity, Equity and Inclusion in the Workplace Certificate from the University of South Florida, Muma College of Business, and she speaks at numerous conferences and events on leadership topics, HR related matters, and DEI issues.
Tracy is highly mission-driven and philanthropic by nature and very passionate in her desire to advocate for underserved and underrepresented groups. Tracy also serves as the Vice-Chair of the Board for Snowline Hospice, and sits on the Boards for Bridge to the Future-Rites of Passage and the National Association for Women’s Business (NAWBO) Sacramento Valley Chapter. Tracy is also on the Leadership Council for United Way’s Capitol Corridor “Women United” which focuses on emancipated foster youth. In 2023, Tracy became a proud member of the exclusive Forbes HR Council and graduated from Goldman Sachs Black in Business Cohort 3. She was a member of Leadership Sacramento, Class of 2019, and she is a Senior Fellow for the American Leadership Forum (ALF), Mountain Valley Chapter.