Building a global culture of respect and trust

A global investment management firm engaged Enmasse to build a consistent culture of trust and respect across five cities and three virtual regions, with measurable knowledge and confidence gains recorded in every location.

A global investment management firm with offices across Australia, North America, Europe and Asia faced a challenge familiar to many international organisations. How do you build a genuinely consistent culture of trust and respect when your people are spread across eight regions, operating under different legal frameworks, cultural norms and working conditions?

The organisation has a clear commitment to optimising trust respect, belonging and inclusion. This is a long-term journey that requires stamina. What this needs is a programme that translates that commitment into shared language, real confidence and lasting behaviour change across every cohort and every location. The brief is not compliance led. It is business culture led.

Enmasse designed and continues to deliver a comprehensive package of trust and respect programs, online and face-to-face, which continues to be delivered across the organisation's global workforce. Over several years, hundreds of sessions have been delivered across five cities, Melbourne, Sydney, London, New York and Hong Kong, as well as virtual cohorts across APAC, EMEA and North America.

With customised pathways for all staff and people leaders, our team of subject matter experts and senior partner facilitators deliver the program, with content grounded in the brain and mind science and where relevant, the law. Healthy communication norms, self-regulation and active bystander interventions are among the core behaviour change focused topics. Real-time pre and post session confidence measurements and a range of digital indexes that give participants their own customised feedback and action plans enable Enmasse and the client to track exactly what has shifted and what needs attention next.

People Leader sessions went deeper, exploring the specific responsibilities of those in leadership roles and equipping them with practical tools to model, sustain and reinforce a culture of trust respect within their teams. The programme is designed so that every participant, regardless of location or format, received the same quality of content and facilitation.

Across all 60 sessions, participants showed consistent and significant gains across every measured domain. The consolidated employee cohort recorded a 29% increase in the ability to distinguish sexual harassment from sex-based harassment and a 29% increase in micro-aggression recognition. Confidence to engage assertively with inappropriate behaviour increased by 23% on average.

Satisfaction ratings were strong across every region. Between 70 and 100% of participants rated workshops as Excellent or Good, and People Leader workshops achieved even higher satisfaction with zero negative ratings recorded across all regions globally. More than 85% of all participants rated the content as very useful or useful to their role.[MD1]

Delivering consistent outcomes across eight locations, two formats and three cohort types is not straightforward. It requires facilitators who understand the science, programme design that adapts to where each audience is starting from and real-time measurement that shows what is landing and what needs more attention.

The feedback also surfaced clear opportunities for the next phase. Participants across all regions wanted more time, more real-life scenarios and greater interactivity. Those are signals of an engaged workforce ready to go deeper, not shortcomings of the current program.

When an organisation commits to culture change rather than compliance training, the results are measurable. Zero negative ratings from People Leader workshops globally and 85% or more of participants rating content as useful to their role are not just training outcomes. They are indicators that the programme reached people in a way that felt relevant to their working lives.