{"id":312,"date":"2026-07-28T09:27:50","date_gmt":"2026-07-28T09:27:50","guid":{"rendered":"https:\/\/ifeel.edu.in\/blog\/?p=312"},"modified":"2026-07-28T09:29:51","modified_gmt":"2026-07-28T09:29:51","slug":"culture-is-what-people-feel-after-interacting-with","status":"publish","type":"post","link":"https:\/\/ifeel.edu.in\/blog\/?p=312","title":{"rendered":"Culture Is What People Feel After Interacting With"},"content":{"rendered":"\t\t<div data-elementor-type=\"wp-post\" data-elementor-id=\"312\" class=\"elementor elementor-312\">\n\t\t\t\t<div class=\"elementor-element elementor-element-69cd34d e-flex e-con-boxed e-con e-parent\" data-id=\"69cd34d\" data-element_type=\"container\">\n\t\t\t\t\t<div class=\"e-con-inner\">\n\t\t\t\t<div class=\"elementor-element elementor-element-daf74dd elementor-widget elementor-widget-text-editor\" data-id=\"daf74dd\" data-element_type=\"widget\" data-widget_type=\"text-editor.default\">\n\t\t\t\t<div class=\"elementor-widget-container\">\n\t\t\t\t\t\t\t\t\t<p>A situation that I witnessed off late stayed with me longer than I expected<\/p><p>A new recruiter was given a fairly ordinary tasks: hiring a junior executive role in the Purchase department. He worked hard, sourced candidates across job portals, shortlisted CVs, and sent them to the department head, expecting the process to move forward.<\/p><p>Process didn&#8217;t move. Every batch he shortlisted was rejected. The Head of Operations kept saying that the candidates were not a fit, but never quite explained what &#8220;fit&#8221; meant. No job descriptions were shared. No clear criteria have been established. The recruiter kept searching and getting rejected, and at one point, was spoken to in a language that had no place in a professional conversation.<\/p><p>Hiring has fallen further behind. The recruiter, by his own description later, felt like he was moving like a headless chicken, searching without direction and getting blamed for not finding something that nobody had clearly defined in the first place.<\/p><p>It reinforced something we often say about workplace culture but do not always practice: culture goes far beyond Vision, Mission, policies, handbooks, or value statements. It is easy to agree with this. However, practicing it consistently is difficult.<\/p><p><strong>It&#8217;s Rarely the Big Things \u2014 Until Someone Steps In<\/strong><\/p><p>What eventually changed was not a new policy. It was a person.<\/p><p>The HR Head got involved, looked at what was happening, and said something simple but firm: without a job description, the talent acquisition team cannot be expected to deliver results. The Head of Purchase team was asked to put the requirement in writing \u2014 clearly, specifically \u2014 before any further CVs were reviewed.<\/p><p>This seems to be a small intervention. It wasn&#8217;t. It told the recruiter that his effort had been seen, that the breakdown was not his failure to fix alone, and that there were limits to how people could be treated while trying to do their jobs. It told the rest of the team, watching quietly from the sidelines, that there was a floor below which things would not be allowed to fall apart.<\/p><p>This is what people remember. Not the mission statement on the wall: The values listed in the onboarding deck are not the same. The moment someone in a position to act did.<\/p><p><strong>Culture Is Built in the Ordinary <\/strong><\/p><p>We tend to associate culture with visible experiences: Fun Fridays, engagement activities, outbound training, town hall meetings, and annual awards night. These things do matter, but they are not where culture actually lives.<\/p><p>Culture is all about what people experience, not once but always consistently. It shows how managers respond when a deadline is missed. It is whether good work is being noticed every week and not just at quarterly reviews. It is about whether somebody feels comfortable, even disagreeing in the meeting, or stays quiet because they might have seen the cost of speaking up in the past.<\/p><p>In many ways, culture is built on the ordinary. Culture is how an organization feels on an ordinary day \u2014 not on the day of the leadership offsite, but on a Wednesday afternoon when nothing special is happening at all.<\/p><p><strong>What Doesn&#8217;t Build Culture, No Matter How Well-Intentioned<\/strong><\/p><p>Office lunches and outings definitely bring people together, but they cannot make up for a workplace where people do not feel heard, respected, or trusted. Organizations cannot establish a culture of silence through an annual celebration. A well-designed engagement survey cannot fix an attrition pattern.<\/p><p>I have seen organizations invest heavily in culture-building events, while the everyday texture of work\u2013the day-to-day routine of work, how a manager speaks to their team, how mistakes are handled and rectified, and how often someone&#8217;s contribution goes unnoticed and unacknowledged\u2013quietly tells a different story. Employees notice this gap. They always do.<\/p><p><strong>What This Means for Those of You Who Will Lead Teams Soon<\/strong><\/p><p>Many of you will step into your managerial journey sooner than you expect- sometimes within the first two or three years of your career. When you get into this role, the instinct will be to build a culture through team outings, a recognition program, or a slack channel for celebrating wins.<\/p><p>Design these things if you&#8217;d like. But remember the recruiter, searching without direction, absorbing blame for a problem he did not create. Your team will form their real impression of &#8220;how this place feels&#8221; not from the offsite trip you plan, but from whether you notice when someone is stuck, whether you step in before frustration turns into foul language, and whether you give people the clarity they need to succeed at what&#8217;s been asked of them.<\/p><p>Finally, culture is not created through announcements. It is something people observe repeatedly until it simply becomes the norm. It is built in simple regular moments, and most of us are swamped to even realize that we are creating.<\/p><p>Dr. Shraddha Purandare is a Professor and brings over 18 years of experience across corporate HR leadership, POSH compliance, and academic research.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"<p>A situation that I witnessed off late stayed with me longer than I expected A new recruiter was given a fairly ordinary tasks: hiring a junior executive role in the Purchase department. He worked hard, sourced candidates across job portals, shortlisted CVs, and sent them to the department head, expecting the process to move forward. &#8230; <a title=\"Culture Is What People Feel After Interacting With\" class=\"read-more\" href=\"https:\/\/ifeel.edu.in\/blog\/?p=312\" aria-label=\"Read more about Culture Is What People Feel After Interacting With\">Read more<\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":["post-312","post","type-post","status-publish","format-standard","hentry","category-blog"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v25.2 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Culture Is What People Feel After Interacting With - ifeel.edu.in<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/ifeel.edu.in\/blog\/?p=312\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Culture Is What People Feel After Interacting With - ifeel.edu.in\" \/>\n<meta property=\"og:description\" content=\"A situation that I witnessed off late stayed with me longer than I expected A new recruiter was given a fairly ordinary tasks: hiring a junior executive role in the Purchase department. 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