How can a positive workplace culture drive business outcomes?

A positive culture drives business outcomes by creating an environment where employees can be authentic and successful, allowing them to use their full talents to further the organization's goals.

What is the first step for creating effective workplace change?

The first step in creating workplace change is to start with a well-defined problem. Once the problem is clearly articulated, it becomes much easier to seek support and find effective solutions.

How did Jazz Pharmaceuticals address inconsistent leadership?

Jazz Pharmaceuticals addressed inconsistent leadership by defining six specific behaviors of effective management and then implementing a blended learning program to embed these traits into the company culture.

What methods were used to train employees on the new leadership behaviors?

The company used a blended learning approach that included live training, web-based discussions of case studies, and an online portal where participants could share ideas and challenges.

How does human resources demonstrate its strategic value in a company?

According to this case study, HR demonstrates strategic value when it moves beyond administrative functions to solve core business problems, like low engagement, thereby becoming a strategic partner to the organization.

How a Positive Culture Drives Business Outcomes

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The Link Between an Authentic Culture and Business Success

Human resources leader Susan Rader Page believes that employees should not have to be a different person at work. Creating a positive workplace culture where people can be authentic and successful is key to driving business outcomes. This environment encourages open communication and vulnerability, allowing teams to use their full talents to advance the organization's goals.

"I love having honest conversations with people and teaching them how to communicate in a way that’s going to translate not only into what they do day in and day out here but how they’re a better mother, a better father, a better partner… It’s just, in general, being your best self," Page states.

Starting Workplace Change with a Defined Problem

To initiate meaningful workplace change, Page advocates for starting with a well-defined problem. Once the issue is clearly articulated, seeking and implementing solutions becomes a more straightforward process.

At her own company, Jazz Pharmaceuticals, Page applied this principle to address long-standing inconsistencies in leadership and management. After 12 years with the company, she recognized that a lack of best practice guidelines for leaders was causing significant challenges.

Identifying the Core Challenge

Data at Jazz Pharmaceuticals consistently showed that employees felt they were not getting what they needed from their managers. Key indicators pointed to a problem:

Low employee engagement scores.
A lack of effective coaching and development.

"I went to my boss, who was head of talent management, and I said, ‘Let’s brainstorm a solution that would be impactful and get executive support because we can’t keep spinning our wheels,’" Page explains.

Building the Business Case

Page and her team compiled the data that illustrated the problem and crafted a business case to make transformational leadership a strategic priority. They presented this case to the CEO, asking for support to find a solution without having a predetermined plan. The approach was successful, and they received the authority to move forward.

Defining and Implementing a New Leadership Framework

With executive backing, Page's team launched a project to define what constituted good leadership at Jazz Pharmaceuticals. They engaged employees at all levels and partnered with a vendor to facilitate the process. The initiative gained momentum as people resonated with the goal of creating a clear, consistent definition of effective leadership.

Through this collaborative work, the team established six specific behaviors of effective leadership and management. They then developed a blended learning strategy to embed these characteristics throughout the company culture.

This training program included:

Live training sessions for employees.
Web-based "open mic" conversations for discussing leadership case studies.
An online portal for sharing ideas, challenges, and successes.

Measuring Success and Demonstrating HR's Strategic Value

While formal data is still being compiled, the project has received significant positive feedback. A key improvement has been seen in employees' ability to lead projects and collaborate with teams across different departments and global locations. In recognition of these results, Page and her team received a Silver Brandon Hall award for the Best Learning Program Supporting a Change Transformation Strategy.

This initiative highlights the strategic value HR can provide. By identifying and solving a core business problem, the HR team positioned themselves as essential strategic partners.

"People come to us as strategic partners, which is when you know that you are driving value in the organization," concludes Page. '''

Best Practice Institute

Best Practice Institute is the research organization behind Most Loved Workplace® certification, the SPARK Model, the Love of Workplace Index™ (LOWI™), and The Workplace Report.

The Workplace Report

The Workplace Report is BPI's original workplace culture research and editorial briefing series for CEOs, CHROs, people leaders, talent leaders, and employer-brand teams. It turns BPI's 25 years of research, Most Loved Workplace® certification data, SPARK findings, and current workforce signals into practical analysis leaders can use.

The report format includes executive summaries, research-backed articles, company examples, methodology notes, and practical implications for retention, hiring, culture, leadership, and employee experience. New research and analysis is published on an ongoing editorial cadence at /workplace-report.

Page’s Passion Leads Jazz to a Positive Culture that Drives Business Outcomes