People & Culture: Buzzword or Strategic Shift?

Where Did ‘People & Culture’ Come From?

In the last decade, many organizations have started replacing traditional HR job titles and departments with ones like:

• People & Culture
• Chief People Officer
• Culture & Experience
• Head of People

This shift is most visible in startups, tech companies, and organizations that want to signal modern, employee-first values.

The term “People & Culture” emerged as a reaction to the corporate, compliance-heavy image of HR. It suggested something more human, creative, and emotionally intelligent — a function focused not only on rules, but on relationships, inclusion, and belonging.

What ‘People & Culture’ Tries to Fix

The classic HR model often focused on:

• Compliance and risk mitigation
• Standardization of processes
• Labor law, contracts, and benefits

In contrast, the People & Culture model attempts to:

• Prioritize employee experience over process control
• Emphasize culture-building over just policy-making
• Treat employees as stakeholders, not just resources
• Design inclusive, flexible workplaces

The promise: higher engagement, stronger retention, and a more authentic, values-aligned company.

Why Some Critics Call It Window Dressing

While the title “People & Culture” sounds friendly, changing labels doesn’t guarantee a change in behavior.

Critics point out that:

• The same policies often remain under the hood
• Without real influence, People & Culture becomes just PR
• Some companies adopt the language without the mindset

Superficial culture programs (ping pong tables, branded hoodies) don’t fix deeper issues like burnout, bias, or unclear expectations.

What People & Culture Actually Requires

To live up to the name, People & Culture teams must go beyond feel-good messaging. It means:

• Having a real seat at the leadership table
• Linking people programs with business strategy
• Building psychological safety and trust
• Challenging cultural misalignment — not just celebrating values

It also requires integration with DEI (Diversity, Equity, Inclusion), internal communications, and change management.

When ‘Culture’ Becomes a Cop-Out

Culture is powerful — but also slippery. Without clarity, “culture” can become:

• A cover for avoiding hard decisions
• A reason to hire only people who “fit” (i.e. look/think alike)
• A way to distract from accountability and fairness

Instead, culture should be:

• Intentional
• Explicitly defined (values, behaviors, norms)
• Adaptable as the organization grows

So, Is It Worth It?

Yes — if it’s real. People & Culture is more than semantics when:

• It reflects real commitment to values and inclusion
• It shapes the employee experience from first day to last
• It bridges business needs and human needs

Final Thought

‘People & Culture’ is not just about softening the face of HR. It’s about redefining what it means to support people in the workplace — not just manage them.

If done well, it can bring HR closer to its most human and most strategic role yet.