Page 30 - Souvenir - v4 (2)

Need for Paradigm Shift from Conventional Process & Transaction Audits to “Culture Audit”
-Ankit Kunwar
MBA (Finance)
DGM

We all understand that motive and goal of business is primarily of monetary gains, recognition, distinctive and
competitive advantages, glorifying entrepreneur title and brand name by deploying best of brains, the
machines and Resources. However, besides a paradigm shift in technological advancements and skillful
deployment of the advanced ‘machines’ and refined ‘resources’, ‘brains’ e.g. ‘men’, running the show, needs
due care while selecting, grooming, delegating and deploying in individual capacities
or a line of managing force. Key areas and aspects of culture audit stand encompassed below:
 Hiring Culture
To remain vigilant on ethical and behavioural background being checked thoroughly besides merit,
achievement and professional records of new prospects.
 Induction Culture
Evaluate whether adaptive and patient hearing of candidate is observed over completing the task, curriculum
and dictations by HR and other departments.
 Capacity Building Culture
To check whether fair opportunities for loyal and old employees given to compete and sustain on with new
brains for improved deliverables.
 Governance Culture
Fair practices and core values followed by top management and KMPs reflects in sub-ordinates and not by way
of orderly reinforcements.
 Delegation Culture
Favouritism and biased approach by delegating tasks to “Yes Men” rather to deserving peers in argument yet
best on deliverables.

 Conference Culture
To avoid wasting valued hours, spent for discussing things unless critical and value adding, besides time-bound
dispersal.

 Risk & Reward Culture
Encouraging employees to go taking calculated risks in close supervision of think-tanks for Risk Prone yet High
Yields.

 Whistle-Blowing Culture
To Observe & Correct in case genuine Whistle Blowers getting targeted & victimized through passive
mandates.

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