In the last DIY HR, we talked about defining your culture.
Now let’s talk about where that culture really shows up: in your policies.
You say you value innovation but require six levels of approval for a new idea.
You promote trust, but your handbook reads like a surveillance manual.
You say the customer is #1 but make them jump through hoops to return a product.
See the disconnect?
Your policies are more than rules—they’re signals. They shape behavior, trust, and ultimately, your culture.
How to Audit the Message You’re Sending:
1. Pick a value—then pressure test it.
Let’s say your company values accountability. Sounds good, right? Now take a look: Is your feedback process clear and consistent, or buried under vague language and annual reviews no one reads? Do employees know what’s expected, or are they guessing until there’s a problem? Do your policies match your message—or contradict it?
2. Read your handbook like a new hire.
Does it sound human or like legal armor? Your tone sets the tone—are you building connection or covering your you-know-what? What does it say about your culture? Most handbooks are written to cover legal bases. But if your words don’t reflect your values, your culture doesn’t stand a chance.
3. Check for “gotcha” clauses.
Policies designed to prevent the worst often end up punishing the best. Are you solving for 2% of the workforce and alienating the other 98%?
One person stretches a sick day, so now everyone needs a doctor’s note.
One remote worker checks out, and no one gets to work from home.
One person doesn’t clean the kitchen, and the fridge gets locked.
You can’t run a company with trust and fear in the same room.
Bonus: Your culture says, “we care.” But your return policy screams “no refunds, no exceptions.” Which one do you think people believe?
4. Don’t confuse consistency with fairness.
Fair doesn’t always mean equal. Strong cultures give leaders room to lead. Your policies should allow for context, not handcuff judgment. When managers apply every rule the same way, every time, they’re not leading—they’re just enforcing. And that’s not culture—it’s compliance.
Bottom line:
Your values may be posted on the wall—but if your policies contradict them, your employees will notice. And so will your culture.
This is the stuff employees read between the lines. It’s the undercurrent of culture.
Fix the message—and the behavior will follow.
