The issues that can occupy a generous portion of the HR department’s time and attention cover a broad spectrum. Invariably, as discovery reveals the source of many problems, it becomes obvious that the elements percolating within the workplace are often the result of a toxic work environment. Without proper intervention, the nature of such an oppressive environment tends to follow a negative path and, in many cases, is detrimental to the delicate balance of the workforce. Before the human resource berg starts calving, it is critical to recognize when a toxic work environment is doing damage and what is needed to resolve the issues. 

The Toxic Work Environment is a Real Downer

There is an apparent default thought process among employees that the toxicity that takes away all sense of autonomy or agency within the individual worker is the same everywhere and that it is simpler to go find another job than to try to tackle the issues. As an HR representative, that would be unfortunate as it would never allow the opportunity to implement the fixes that might save valuable human resources within the company. Therefore, it is essential to have a keen eye for recognizing the symptoms of a toxic work environment and to implement proactive cures so that everyone feels they are viable members of the organization and that their efforts mean something. 

Where to Start

Employee climate surveys, also called culture surveys, are an effective method for HR management to discover the current attitudes of the workforce. Administered openly, on an anonymous basis and free from the possibility of retribution for any employee’s participation, the climate survey is one of the best tools to zero in on how the existing pressures and stresses are influencing job performance and satisfaction. When formulating the questions, the survey should be tailored to the needs of the company. 

Conditions Often Identified by the Climate Survey

As the questionnaires are received and the answers are evaluated, the symptoms of a toxic work environment are easily identified. 

Some common issues include: 

• Bullying behavior
• Aggressive or dictatorial management style
• Poor communication
• Unclear expectations
• Excessive absenteeism
• Social cliques and gossiping
• Discriminatory policies
• Double standards, favoritism or imbalanced working conditions
• Unrealistic expectations or detrimental workloads
• Stressful work environment
• Employees sacrificing a healthy work/life balance
• Strained interaction between fellow employees and management
• Wage Gaps

This is neither an exhaustive list nor is it meant to limit the problems you may learn are negatively influencing the workforce. Regardless, be prepared to take note of the issues that will inform your approach to correcting them. Once you have identified the weaknesses eroding the cohesiveness of the company’s positive culture, you have a better chance to discover how it began. 

Evaluate the Underlying Support Mechanism

Without an infrastructure that supports the symptomatic nature of a toxic workplace culture, it simply cannot survive. Revival must start at the top with leadership and work its way down. 

Some issues to identify are: 

• Discrimination
• Dehumanization
• Information guarding
• Hostile work environment
• The belief that employees are expendable
• Contrariness
• Resentment of authority
• Lack of appreciation
• Lack of accountability

These and other issues may be the foundation of a stressful and negative culture within the company. Outlining these elements and making it part of your repair strategy will save precious time and save valuable human resources. 

Follow Up

Once the climate survey has been completed and the results have been delineated, it is crucial to share them with the employees and define the process of correcting the issues. This can be accomplished in a series of meetings including a written program that is being implemented to give all workers a proper guideline of behaviors. 

The following is a guideline of how to proceed: 

• Share responses with the workforce 
• Strive for transparency from both sides of the issues
• Recognize and reward achievement
• Get help for those overworked employees

The Company Culture is Part of the Product Line

While new business is a primary goal of any business, attracting and retaining high-value employees is equally important. A lot of time and money is dedicated to onboarding and retaining new employees. Protecting the company culture as an “internal product” goes a long way to fostering the new perspective needed to keep clear the direction to take in reviving a positive work environment. 

Correcting the cultural weaknesses that contribute to a toxic work environment will not occur overnight. Open communication with employees and leadership should remain a key objective. Managing expectations and demonstrating what that looks like will produce the change you are looking for. When employees are convinced that you are genuinely invested in improving the culture at work, you will be pleasantly surprised by the results.