Transcript of "establishing the_organization_s_value_system"
CORPORATE LEADERSHIP COUNCIL® EMPLOYEE ENGAGEMENT IMPLEMENTATION GUIDESTAGE IV: IMPLEMENT THE STRATEGY – HIGH-RESOURCE INTENSITY www.clc.executiveboard.com Establishing the Organizations Value System Council research shows that while significant investments are made to project an appropriate and positive image outside the organization, a misalignment between the organization’s stated values and actions can damage credibility, resulting in a diminished ability to attract, retain, and engage employees. Building an organizational value system, communicating, and maintaining it in a way that inspires employee commitment is critical to engagement. Employees also derive significant motivation and commitment from a belief that their organization is successful and their leaders are reputable and trustworthy. These step-by-step instructions provide a guide to organizations on how to create, communicate, and maintain a value system that defines an organization’s culture and ethical direction for future strategies. Step 1: Incorporate Value Setting into Organizational Strategic Planning Engage CEO and executive team in developing a value system based on the long-term strategy Identify values that match organizational strategy using founders’ original vision and CEO’s vision for the future Step 2: Translate Values into Desired Employee Behaviors Create a charter that defines the organizational actions and employee behaviors that align with the values Illustrate how values were chosen through business ideology, past strategies, and linked successes Communicate to employees how behavioral and management expectations align with organization values Step 3: Train Employees on Values and Expected Behaviors through “Values Facilitators” Appoint “values facilitators” from executive team to train employees and executives, and ensure full visible support from CEO Present organizational charter and expected behaviors to new employees during onboarding sessions Teach new managers how to act as role models for the values through senior leaders and participation in simulation exercises and workshops Train new executives how to manage a business unit in accordance with the values though case studies, group discussions, and role plays Step 4: Integrate Values into Organizational Processes Incorporate values into performance expectations Infuse values into other key HR processes and programs (e.g., recruiting, talent management, leadership development) Step 5: Reinforce Values Across the Workforce Led By “Values Facilitators” Publicize values through organization-wide communications (e.g., monthly newsletters, intranet) Recognize and reward actions by teams or individuals that demonstrate values in practice Encourage programs and initiatives that exemplify the values Step 6: Audit Behavioral Alignment with Values Over Time and On a Regular Basis Conduct formal and informal surveys to evaluate value system effectiveness Audit business units to ensure alignment with organizational values through employee assessment interviews and aggregate analysis of results Hold business leaders and managers accountable for maintaining the values Provide training support from “values facilitators” and consultation services to maintain values Report results to CEO and executive team 2007 Corporate Executive Board. All Rights Reserved. https://www.clc.executiveboard.com/Members/ResearchAndTools/Abstract.aspx?cid=6152038