Values Technology, Inc<br />What is Values Technology?<br />What can it do for you?<br />What are the benefits for your Organization?<br />1<br />Confidential: Values Technology, Inc. Organization & Performance Excellence<br />
Values Technology, Inc.<br />Values Technology, Inc. Company Organization & Performance Excellence<br />2<br />
Value Proposition<br />Alignment through Values:<br />Strategy aligns with market and societal changes<br /><ul><li>Decreases operating expenses and avoidable costs
Take advantage of new opportunities</li></ul>Organizational communication systems<br /><ul><li>Improves communication to improve efficiency and decrease costs of wasted effort</li></ul>Employee Engagement<br /><ul><li>Reduce turnover
Reach objectives faster and more efficiently</li></ul>Performance & Competencies<br /><ul><li>Increases employee and workgroup productivity
Targets the underlying developmental needs of an employee to improve performance
Identifies and supports gaps in an employees vales that drive behaviors and skills to decrease costs of development, and decrease costs of wasted training effort </li></ul>Recruitment, Selection & Retention<br /><ul><li>Matches the right person to the right job
Develops an adjustable career pathway tailored to the employee as they change over time
Organizational Values Lifecycle<br /><ul><li>All institutions have a “value core” out of which come all their behaviors, rules, and management structures or the “Corporate Culture.”
This “value core” develops through the lifecycle of the organization and is based on the popularly held images of the Executive Team.</li></ul>4<br />Confidential: Values Technology, Inc. Organization & Performance Excellence<br />
Values Align Culture & Operations to Strategy<br />Values Alignment results in a strong organization where the Values align each business activity with the values of colleagues and the customer.<br />Processes <br />& Practices<br />Competencies<br />&<br />CVP<br />Business<br />Strategy<br />Policies &<br />Procedures<br />Recruitment<br />& Selection<br />Leadership<br />Development<br />Corporate<br />Identity<br />Retention<br />Communication<br />What are the core values that make the corporate identity?<br />Are they aligned throughout the company?<br />Are they supported throughout the system and process?<br />Values Technology, Inc. Company Organization & Performance Excellence<br />5<br />
Aligning the System through Values<br />Alignment is achieved by consensus on the core values that form the unique cultural identity of the organization, enabling the core competencies of each position to create competitive advantage in business operations and customer service.<br />Alignment of teams within the organization<br />Reconciling individual goals and values within teams<br />Business<br />team 2<br />team member values<br />values of<br />values of<br />person 4<br />person 1<br />Unclear Value Centre<br />Leadership Team Core Values <br />team member values<br />team member values<br />Organizational<br />Core Values <br />values of<br />person 2<br />business team 1<br />business team 3<br />values of<br />person 3<br />team member values<br />business <br />team 4<br />Values Technology, Inc. Organization & Performance Excellence<br />6<br />
Aligning Culture with Strategy through Values<br />“A well designed strategic management process in which alignment is continually sought between organizational elements, external elements and choice of strategy (Galbraith and Kazanjian, 1986) will include appraisal of organizational culture” (Bennett, et al., 1994). Values Assessment and Alignment appraises the drivers of the elements of the culture as described by Saffold (1988) as “sociological penetration, psychological penetration, historical penetration, and artifactual penetration, elemental coherence, symbolic potency, strategic fit, and alloplasticity.” and the “cultural web” elements described by Johnson and Scholes (1999) as stories, rituals and routines, symbols, organizational structure, control systems, and power structures.”<br />The Values Assessment enables and activates any Competency model by identifying which competencies are out of alignment with an individual’s Values. This knowledge allows supervisors to coach employees from a Values perspective rather than a skills perspective, because values drive competencies, skills and behaviors. When we tell someone how to behave, even if we give them skill training, they might not have an internal value that supports that skill or behavior and, psychologically, will not practice that skill. We need to work from the level of Values and internal motivation to teach skills that match with competencies required for the position.<br />Values Technology, Inc. Organization & Performance Excellence<br />7<br />
Aligning Culture with Strategy through Values<br />“Identifying misalignments means looking around the organization, talking to people, getting input, and asking, “If these are our core values and this is fundamentally why we exist, what are the obstacles that get in our way?” For instance, many organizations say they respect and trust their people to do the right thing, but they undermine that statement by doing X, Y, and Z…First, you cannot “set” organizational values, you can only discover them. Nor can you “install” new core values into people. Core values are not something people “buy in” to. People must be predisposed to holding them. Executives often ask me, “How do we get people to share our core values?” You don’t. Instead, the task is to find people who are already predisposed to sharing your core values. You must attract and then retain these people and let those who aren’t predisposed to sharing your core values go elsewhere” (Collins, 2000).<br />“Strategic values are motivating to employees tothe extent that they reflect employees' internal affective,normative, and task-oriented values, a zone of existing values” (Paarlberg & Perry,2007).<br />Alignment of dominant cultural values within society, industry, and the organization will better position the firm for effective achievement of its objectives (Cartwright & Cooper,1993; Cox & Blake,1991). <br />8<br />Values Technology, Inc. Organization & Performance Excellence<br />
Values Technology, Inc.<br />Increasing Business Value…..through Human Values.<br />“Values are ideals that give significance to our lives, that are reflected through the priorities that we choose, and that we act on consistently and repeatedly.” – Brian P. Hall, PhD.<br />Values Technology, Inc. is anchored by the unique values framework that Dr. Brian P. Hall developed and honed since the early 1970’s. This framework has been validated by academic institutions and tens of thousands of assessments with many global organizations.<br />Values Technology, Inc. has engineered a multi-cultural values measurement system that accurately identifies an individual’s, team’s and organization’s core values. The system employs a 125 question survey that tabulates one’s values from a past, present, and future perspective, providing an accurate portrayal of motivations and goals to develop competencies, skills, decision making ability and behaviors. Using the well researched and independently validated values measurement instrument based on the Hall-Tonna Theory, organizations can understand the collective values of employees, leadership and the organization, thereby improving organizational alignment to take advantage of market opportunities, improve customer service, and decrease costs of misaligned communication. <br />Values Technology, Inc. Organization & Performance Excellence<br />9<br />
Values Technology, Inc.<br />Leadership and Organisational Development Pathway<br />11<br />Confidential: Values Technology, Inc. Organization & Performance Excellence<br />
Case Study 1<br />Wallenius Lines- A 140+ year old Global Shipping Company with Organizational Change Initiative and Merger with Wilh. Wilhelmsen, a industry leading Global Shipping Services Company.<br /><ul><li>Creative new organizational culture based on Teaming, Innovation, Empowerment, Customer Satisfaction and Stewardship
Values-based Leadership Development of 60+ Executives
Values Survey deployed to 3,000 employees to expedite change and cultural orientation during merger with Wilhelmsen.
Americas Business Unit recently named one of the Top 25 “Great Places to Work”</li></ul>Values Technology, Inc. Organization & Performance Excellence<br />12<br />
Siemens Corporation -- 150th Anniversary Project to Determine the Values of the Organization for the Next 150 Years.<br /><ul><li>Historical Analysis—values analysis of Werner Von Siemens writings
Values analysis of regions, businesses, and companies</li></ul>Case Study 2<br />Values Technology, Inc. Organization & Performance Excellence<br />13<br />
<ul><li>Clarica -- A 100+ Year Old Mutual Insurance Company with Cultural Renewal Initiative and Merger with an Global 500 Financial Services Company
Transformed “entitlement” culture to a culture based on self-initiative and interdependence
Created new brand based on Stewardship, Partnership, and Innovation
Values-based Leadership Development of 100+ Executives
Online Values Survey deployed to 12,000 employees to expedite change and cultural orientation during merger with Sun Life.
$3B Merger successfully completed in eighteen months</li></ul>Case Study 3<br />Values Technology, Inc. Organization & Performance Excellence<br />14<br />
Misalignment<br /><ul><li>New employees may not be aligned with corporate strategy. Aging workforce has been aligned with Company but new hires have different sets of Values driving their behaviors which require a new management style to maintain engagement and productivity (Thomas, 2009)..
Engagement: Only one out of three employees is fully engaged in his or her job, according to the Towers Perrin Global Workforce Study (2008). According to that same study, another 28% are partly or fully engaged, whereas 43% are enrolled, meaning they are on the job and contributing, but not putting in the extra effort that could benefit the organization and improve business performance.
Customers want new choices; Global warming and the switch to renewable energy sources are becoming concerns for customers. Company will be pressured by customers to align the organizations choices with a different set of Values than in the past to meet customer service needs. It takes a new set of Values to educate customers about efficiency and new energy sources and help them change their behaviors (Exelon, 2008). The Value chain for the stakeholders does not have common ground at each activity, causing confusion.</li></ul>Values Technology, Inc. Organization & Performance Excellence<br />15<br />
Misalignment <br />New regulatory environment requires new sets of Values. A new level of Values are needed to stay ahead of new regulations, and the future brings a whole new game with concerns over Sustainability like global warming, renewable energy, tighter pollution standards, stricter corporate ethics laws like Sarbanes-Oxley, regional (RGGI, 2010) and EPA greenhouse gas reporting and future reduction mandates (Brandt-Erichsen, 2009), and investor pressure (Acclimatise & IBM, 2009, 2010). According to a study published by MIT Sloan Management Review, “Overall, corporate respondents in the broader survey group deemed government legislation the sustainability-related issue with the greatest impact on their business” (Berns, et al., 2009). In one case, New York’s Attorney General forced agreement from major energy production companies to report “to provide investors with detailed information on the financial risks posed by climate change” (Kerschner, 2009). Values are the drivers of the decisions that allow a company to respond to or lead regulatory changes (Schmidt & McEwen,2007). <br />Coaching & Development – Lack of career planning, especially planning that is tailored to the needs of the employee. Many employees don’t know what they need in their careers and need guidance, but that guidance can often be misguided and pushed by the desires of the supervisor, rather than pulled by the desires of the employee. <br />Rewards and Recognition – Lack of recognition, praise and respect that meets the specific needs of each individual. Each employee has a different set of performance motivators that are internal and hidden. It can be challenging to uncover what engages each person to perform at their best. <br />Work-life Balance – Lack of perceived concern about employee problems; fun not encouraged. The gaps between a persons home life and work life is one determinant of their performance on the job. <br />Fairness – Not holding Colleagues accountable, not dealing with poor performers. Coaching can be behavioral, and is sometimes mandated to be by different regulations, but effective coaching for leadership and more autonomous work needs to beat deeper level than behavior and skills training. Poor performance may not resolvable because of a distinct gap between values of the person and the organization. <br />Values Technology, Inc. Organization & Performance Excellence<br />16<br />
Values Align Culture & Operations to Strategy<br />…improving organizational performance through more accurate and precise Talent Management. Values Assessment improves the competitive advantages gained from the people in an organization.<br />Values Technology, Inc. Organization & Performance Excellence<br />17<br />
Values Technology, Inc. Organization & Performance Excellence<br />18<br />Values Align Culture & Operations to Strategy<br />
Stage 2 Deliverables<br />Roll out to total organization<br />All employees complete Values Management Inventory<br />Strategic Analysis Report of organization & teams<br />Executive group completes envisioning process<br />Total organization meets through video conferencing (or other) where executives present the vision & values to the organization<br />Values Technology, Inc. Organization & Performance Excellence<br />29<br />
References<br />Acclimatise & IBM. (2009). Building business resilience to inevitable climate change. Carbon Disclosure Project Report. Global Electric Utilities. Oxford. Retrieved April 7, 2010, from http://www.acclimatise.uk.com/resources/reports. <br />Acclimatise & IBM. (2010). Building business resilience to inevitable climate change. Carbon Disclosure Project Report. Global Mining. Oxford. Retrieved April 7, 2010, from http://www.acclimatise.uk.com/resources/reports.<br />Bennett, R.H., Paul A. Fadil, P.A., Greenwood, R.T. (1994). Cultural alignment in response to strategic organizational change: new considerations for a change framework. Journal of Managerial Issues, 6, 4. University of Pittsburgh. <br />Berns, M., Townend, A., Khayat, Z., Balagopal, B., Reeves, M., Hopkins, M., Kruschwitz, N. (2009). The business of sustainability: Findings and insights from the first annual business of sustainability survey and the global thought leaders’ research project. Boston, MA: Massachusetts Institute of Technology. <br />Brandt-Erichsen, S. (2009, September 23). EPA Issues Mandatory Greenhouse Gas Reporting Rule; Monitoring To Begin January 1, 2010. Retrieved April 5, 2010 from http://www.martenlaw.com/newsletter/20090923-epa-issues-ghg-reporting-rule.<br />Cartwright, S., Cooper, C.L. (1993). The role of culture compatibility in successful organizational marriage. Academy of Management Executive, 7, 2, pp.57-70.<br />Collins, J. (2000,June). Aligning action and values. Retrieved April 6, 2010 from http://www.jimcollins.com/article_topics/articles/aligning-action.html. <br />Exelon. (2008). 2020: A low carbon roadmap. Chicago: Exelon Corporation.<br />Johnson, G. & Scholes, K. (1999). Exploring corporate strategy (5th Ed.). Prentice-Hall.<br />Kerschner, S. (2009, March). Power companies agree to expanded disclosure of climate change risk in landmark settlements with New York attorney general. Environmental Disclosure Committee Newsletter 6, 1. Chicago: American Bar Association.<br />Marko, P.W. (2006). Exploring facilitative agents that allow ego development to occur. Unpublished Doctoral dissertation. Saybrook Graduate School and Research Center.<br />Paarlberg, L.E., Perry, J.L. (2007). Values management: Aligning employee values and organizational goals. The American Review of Public Administration, 37, 4, pp. 387-408 <br />RGGI- Regional Greenhouse Gas Initiative. (2010). CO2 Allowance Tracking System. Retrieved April 19, 2010 from http://www.rggi.org/tracking.<br />Saffold, G. (1988). Culture traits, strength, and organizational performance: Moving beyond strong culture. Academy of Management Review 13, pp. 546-558.<br />Schmidt, J.D. & McEwen, C.A. (2007). Mindsets in action: Leadership and the corporate sustainability challenge. Avastone Consulting. <br />Thomas, K. (2009). Intrinsic Motivation at Work: What Really Drives Employee Engagement. San Francisco: Berrett-Koehler.<br />Towers-Perrin. (2008). Closing the engagement gap: A roadmap for driving superior business performance.<br />Values Technology, Inc. Organization & Performance Excellence<br />30<br />
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