I was in conversation with a Chief People Officer quite recently, who spoke of their concern about employee levels of engagement, working through the economic downturn after the heady days of the post covid boom. The worry was that their organisation may have a cohort of its workforce that doesn’t really want to be there, is not culturally aligned and given the choice (and market), would have changed employers. The worry was that this cohort of employees may be culture killers.
A recent survey from Gallop, from September 2023 indicated that low employee engagement costs Australian organisations a staggering AU$245 billion annually. It also noted that 67% of employees were "quiet quitting" or psychologically disconnected from their employer.
That said, our recent Randstad Employer Brand survey of over 5,000 candidates offers a hopeful glimpse into the future of work: 61% of employees are engaged and motivated in their jobs in 2025, a significant jump from 46% in 2024. This positive trend isn't just a number; it's a powerful signal that our efforts to build better workplaces are paying off. However, the survey also reveals a challenge: a portion of the workforce remains disengaged. These individuals, while not a majority, can act as culture killers, quietly undermining the very environment we're working so hard to cultivate.
A less engaged worker is nearly twice as likely to consider leaving their organisation, highlighting the clear link between engagement and retention. This brings us to a crucial question for leaders and HR professionals: how do we proactively cultivate a culture so strong it naturally brings these individuals along and prevents a negative undercurrent from taking hold?
understanding the culture killer
A culture dampener isn't a malicious force. They are often a valuable member of the team, but their behaviour unintentionally erodes morale and trust. Their actions can range from subtle to overt, but they all share one thing in common: they are out of sync with the desired cultural norms.
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the energy drainer:
This person can leave colleagues feeling exhausted or demotivated. They might be prone to complaining or cynicism, but they're not necessarily malicious. They just need a shift in perspective and purpose.
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the obstructionist:
Every new idea is met with a reason why it won't work. This isn't always out of negativity, but sometimes out of fear of change or an over-reliance on past methods.
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the gossipmonger:
They might not be trying to be hurtful, but their habit of spreading rumours can break down trust and create a sense of unease.
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the lone wolf:
They prefer to work in isolation and don't share information freely. This can create silos and prevent the kind of collaboration that fuels innovation.
Then there are the high-performers whose behaviours don't align with company values. Let's call them unaligned achievers. They get great results, but their actions, perhaps a lack of empathy or a tendency to take all the credit, can send a confusing message to the rest of the team: are we a company that values results at all costs, or one that values how we achieve them?
fostering a culture of engagement: a proactive framework
Instead of playing a reactive game of "whack-a-mole," let's focus on building a culture so resilient and engaging that it naturally mitigates negative behaviours. Here's a positive, proactive framework to help you do it.
1. hire for values, not just skills
The journey to a great culture starts with who you invite on the bus. While skills and experience are important, cultural alignment should be a top priority.
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behavioural questions:
Use interviews as an opportunity to understand a candidate's values. Ask questions like, "Tell me about a time you collaborated on a project that failed. How did you handle it, and what did you learn?" This reveals their attitude toward accountability and teamwork.
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clarity on expectations:
Be explicit about your company's values and what they look like in practice. This transparency allows candidates to decide if the culture is a good fit for them.
2. reinforce and reward the right behaviours
What gets rewarded gets repeated. We have to actively recognise and celebrate the positive behaviours that make our culture strong.
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link performance to values:
In performance reviews, go beyond what an employee accomplished and evaluate how they did it. This sends a clear message that positive behaviours, like collaboration, transparency, and empathy, are just as important as outcomes.
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public recognition:
Create a system for publicly celebrating those who embody your company's values. This can be a monthly award, a shout-out on a company-wide channel, or a story in the company newsletter. This shines a spotlight on the behaviours we want to see more of.
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invest in leadership:
Managers are the most important culture carriers. Equip them with the tools and training to lead with empathy, provide constructive feedback, and model the behaviours that define your culture.
3. proactive intervention and growth
When a culture dampener's behaviour is identified, the focus should be on support and growth, not punishment.
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seek to understand:
Begin with a coaching conversation. Approach the situation with curiosity, not judgment. Focus on the observable behaviour and its impact. For example, "I noticed you expressed concerns during the team meeting in a way that seemed to discourage new ideas. I'd like to understand your perspective."
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develop a plan:
Work with the employee to create a clear, measurable plan for improvement. Provide the resources they need to succeed, whether it's a mentor, professional development, or a new perspective.
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focus on the greater good:
In some rare cases, despite all efforts, an individual may not be able to align with the culture. At this point, the most positive step for everyone involved is to part ways. Protecting the team's morale and the company's long-term health is the ultimate goal.
Our greatest asset is our people and the positive culture that unites them. By focusing on what's working, building a strong foundation from the start, and approaching challenges with a growth mindset, we can build a workplace where engagement is the rule, not the exception.
