The term ‘culture’ signifies a unique identity that stems from shared values that are part of a particular society at any specific point in time. It does not matter if a corporate entity may be employing either three individuals or three hundred, as long as they share the same values based on not just the corporate culture, but the culture of the entire European continent as a whole.

However, as the company continues to grow and thrive, it may have to hire employees from remote locations scattered all over Europe. This in turn, would mean that it will not be very easy to create the same culture across the board (so to speak). Inevitable challenges will arise as different nationalities will take precedence over the Pan European environment that the company may be trying to create.

Here, the senior management will have to step in and create a proactive environment conducive to all the employees so that no one feels alienated from the company. This in turn, will result in heated argument and extended and pointless discussions that will effectively push many remote employees away from the corporate mission. Once this deviation from the overall corporate goals becomes severe, it will become very difficult to reintegrate the alienated employees back into the fold. This is because many of them may end up feeling like outcasts and actually start resisting all efforts directed at cultural re-integration.

This is where services like Power2Motivate in the UK come into the picture. They help in ensuring that all the employees of an organisation are pretty much on an even keel, courtesy the introduction of several programmes that are designed around the theme of integration into an all-encompassing pan European corporate culture.

However, here it is pertinent to note that the creation of any sort of corporate culture is completely different from just about all other business endeavours since it means that a certain set of intangible values, rules and ideas have to be subtly introduced and integrated till they are universally accepted all over the organisation, irrespective of whichever part of Europe (and even beyond) it may be operating in. This is most certainly not the easiest of tasks by any means.

Such otherwise ‘informal’ rules are actually a very powerful (albeit hidden) force since they are directly responsible for governing the employees’ social behaviour in the organisation. From greeting their superiors to where they sit in a meeting, everything is a cultural construct.

The problems and by extension the challenges of creating such a strongly united culture tend to be amplified when the organisation’s staff members commences working in different locations, as can be seen when people from many different cultural backgrounds start working in close proximity to each other, simultaneously.

However, it is important for the organisational workforce to have its own strong and united European culture that would supersede the individual national cultures of the numerous employees of the same company. This will lead to a significant increase in productivity as well as reduce turnover rates overall.