Via strategy+business:
…culture can be a bit amorphous. Few companies successfully develop one. Fewer still can articulate theirs in a mission statement, let alone truly incorporate it into everything they do: making culture a part of their performance criteria, managing employee performance according to the cultural expectations, and documenting how employees perform as part of that culture. Yet the best companies do all of these things, turning their culture into both a sword and a shield—a way to improve performance and also to mitigate the risk of toxic high performers. How? They ingrain it into every facet of the business—making it a key part of all aspects of the employee life cycle, with documentation to show how it was done.
Click the link to see more: How to Get the Wrong People Off the Bus