Discovering Values: The Key to Unlocking Employee Engagement

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Overview
Values are the driving force behind personal action and a beacon of focus during turbulent times. Successful organizations recognize the business case for value clarity, and they know that connecting personal values to organizational strategy is the vital link to employee engagement, innovation, commitment, performance, decision making—and a competitive advantage.

In this presentation personal, team, and organizational values are explored and the Values Edge model is introduced. Values Edge facilitates values discovery and see its application through a real-world global alignment case study. You will learn about the role values play in shaping individual behavior, why values clarification is critical to success, and how they can be linked to enhance organizational performance.

What You Will Learn
• How values are formed and shaped
• Why values matter in the workplace
• How to balance personal and work values
• The role values play in motivating positive behavior
• Business benefits of values clarification
• How to handle values-based conflict
• The importance of linking personal and organizational values

Who Should Attend
• Supervisors
• Managers
• Front-line leaders
• Human resources professionals
• Organizational coaches

Discovering Values: The Key to Unlocking Employee Engagement

  1. 1. The Key to Unlocking Employee Engagement Presented by Cynthia Scott, Ph.D., M.P.H Author of The Values Edge System
  2. 2. Why do Values Matter?
  3. 3. Values are the language of WHY.
  4. 4. I get funny phone calls. ” new culture! “I want to change a our values!” “I want “I want my company to have values!” “More innovation!” “More prod uctivity!” “More entrepreneurial spir it!”“More sustainability!” “More customer focus!”
  5. 5. They already have values.They just need to take the time to examine what they are and how to use them.
  6. 6. Today’s Session  How values are formed and shaped  Why do values matter in the workplace  How to build a values aligned team
  7. 7. What are your top values?
  8. 8. Take Note  Where did you learn these values?  Have they changed as you grew?  How long have you had these values? Keep these thoughts with you throughout our session to reflect on your values.
  9. 9. How values are formed and shaped
  10. 10. Personal Values: Foundation of Culture Values BeliefsResults Actions
  11. 11. A Source of Navigation  Based on ones judgments about what is important in life  An integral part of every culture, contributing to people’s choices and behaviors  Can be positive or negative  Emerge at different stages of human development  Marketers look at how values guide buying behavior
  12. 12. “Values are caught, not taught.” Family School Community Brain Pathways
  13. 13. All generations have similar values… they just express them differently.   Family (72%)   Happiness (46%)   Integrity (65%)   Self-Respect (45%)   Achievement (48%)   Wisdom (45%)   Love (48%)   Balance (39%)   Competence (47%)   Responsibility (38%) Source: “Retiring the Generation Gap” Jennifer Deal, Center for Creative Leadership
  14. 14. What does everyone wantin a workplace?  Trust.  Respect. They just don’t define it the same way.  Loyalty. Depends on the context, not on the generation.  No one really likes change. Source: “Retiring the Generation Gap” Jennifer Deal, Center for Creative Leadership
  15. 15. Why do values matter in the workplace
  16. 16. Shared values pay off.Individuals values are mirrored in the work place.Organizations with a strong corporate culture based on a foundation of shared values outperform other firms by a huge margin.   Revenue grew more than four times faster   Rate of job creation was seven times higher   Stock price grew twelve times faster   Profit performance was 750% higher Source: “Corporate Culture and Performance” Kotter and Heskett, New York: Free Press 1992
  17. 17. Values unlock employee engagement. Companies that consistently focus on building strong corporate cultures over a period of several decades outperformed companies that did not by a factor of 6. And outperformed the general stock market by a factor of 15. Values alignment is essential for success! It is important to understand what values an organization currently has and how they were created.Source: “Built to Last: Successful Habits ofVisionary Companies”, Collins and Porras,1994
  18. 18. Values motivate positive behavior.
  19. 19. Stand up for your values. People admire most those who believe strongly in something and who are willing to stand up for their beliefs. And bring their personal values to the workplace.Source: “The Leadership Challenge”Kouzes and Posner, 2007
  20. 20. Leaders share their values. Leaders and managers are expected to speak out on matters of values and conscience.Source: “The Leadership Challenge”Kouzes and Posner, 2007
  21. 21. Values focus the conversation.
  22. 22. Individual & Organizational Values Aligned Job stress and tension reduced. Company pride fosters. Teamwork and spirit engages. Company loyalty grows.Source: “The Leadership Challenge”Kouzes and Posner, 2007
  23. 23. How to build a values aligned team
  24. 24. Values Research Foundation•  Milton Rokeach, Nature of Human Values, 1973•  Sid Simon, Values Clarification, 1995•  Collins & Porras, Build to Last: Successful Habits of Visionary Companies, 1994•  Arie De Geus, The Living Company: Habits for Survival in a Turbulent Business Environment, 1994•  Kouzes & Posner, The Leadership Challenge: How to Keep Getting Extraordinary Things Done in Organizations, 2007
  25. 25. Measuring Organizational CommitmentClarity of HIGH 4.87 6.26OrganizationalValues LOW 4.90 6.12 LOW HIGH Clarity of Personal Values Source: “The Leadership Challenge” Kouzes and Posner, 2007
  26. 26. Start with Personal Values
  27. 27. How to Clarify Personal Values
  28. 28. The Values Edge SystemAn Exercise in Personal and Team Discovery By Cynthia D. Scott, Ph.D., MPH, and Dennis T. Jaffe, Ph.D.
  29. 29. Values Edge Step 1Identify and clarify personal values.
  30. 30. Values Edge Step 2Identify group or team values.
  31. 31. Values Edge Step 3Identify specific behaviors that demonstrate the values.
  32. 32. Values Edge Step 4Align personal and team values with the organizational strategy.
  33. 33. Values Journey MasteryRelationships Self- Expression Intrinsic Tradition Inner Development Lifestyle
  34. 34. ApplicationCross Generational Conversations Large bank develops a family foundation values statement.Employee Engagement Major restaurant chain builds employee engagement by creating a conversation toolkit and including values questions into the hiring process.
  35. 35. Unity is forged, not forced.  There is no one specific set of successful values.  A common understanding of values emerges from a process, not a pronouncement.  Successful companies may have very different values at different times. Refresh and revalue if needed.  A unified voice results from discovery and dialogue, not silence and compliance.
  36. 36. Leaders Build CultureMake values a part of the daily or weekly conversation.Ask fundamental questions: Whats our purpose? What ultimate impact do we seek?
  37. 37. “A company’s values - what it stands for, what itspeople believe in - are crucial to its competitivesuccess. Indeed, values drive the business.” Robert Haas, Former Levi Strauss Chairman/CEO Harvard Business Review, Sept – Oct 1990
  38. 38. Don’t miss out!The Values Edge System:An Exercise in Personal and TeamDiscovery.Only $262.50 Exclusive 30% offRegularly $375.00coupon ValuesWebinar through 7/31/12 Includes:   Workshop Instructions   Theoretical Background   Reusable Values Card Decks   Participant Take-Away Values Pyramid   30-day perfect-fit guarantee! Additional questions for Cynthia may be submitted to: Sara Montgomery | (610) 292-2641 | Webmeeting1@hrdq.com Visit us at: Copyright 2012. All rights reserved. Not for resale. www.hrdq.com www.HRDQstore.com

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