10 keys to values integration
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10 keys to values integration Presentation Transcript

  • 1. 10 Keys to Values Integration Dana E. Jarvis, MPA, MSWAdjunct Professor, Duquesne University
  • 2. Meet Dana E. Jarvis, MPA, MSW• 18+ Years of Leadership/Management Experience• Author of 7 Essentials for Managing Virtual Teams (University Readers, 2010)• Adjunct Professor, Duquesne University, University of Pittsburgh and Stephens College• Instructor for Graduate Courses in Leadership, Ethics, Management, Diversity, Change and Strategy• Former Human Resource Director for $230M Company• Values Integration Project Finalist in Pittsburgh Human Resource Association’s 2008 People Do Matter Awards• Architect of Corporate Universities, Leadership Programs, Performance Management Systems and Employee Engagement Initiatives• International Speaker at Major Industry Conferences• Contributing Writer for Workforce Management’s Dear Workforce• Master of Public Administration, Master of Social Work• Graduate of Leadership Pittsburgh XIX• United States Marine Corps Veteran and Navy Achievement Medal Honoree
  • 3. Benefits of a Values-Based Company• Foundation of values to drive decision-making• Integrated comprehensive approach to bring values to life• Market differentiator by having values aligned with business enterprise• Accelerated employee engagement, grounded by core values• Enhanced understanding of the most meaningful aspects of the organizational culture, mission and business enterprise• Increased retention of high quality employees and leaders• Systems focused on bringing values to life, which play a key role in behaviors focused on operations, sales and customer service
  • 4. A Values-Based Company Drives Results Strong Results in Core Value Values Positively Reputation, Organizational Impact Decisions Customer Loyalty Integration and Behaviors and Employee Engagement“In the 21st Century, values will define, drive and deliver organizational competitive advantage.” – D. Jarvis
  • 5. The Importance ofValues and Ethics
  • 6. The Values of Corporate Values, A Booz Allen Hamilton/Aspen Institute Study – 30 countries, 365 companies, CEOs or Board Members (2005) KEY FINDINGS Ethical behavior is a core component of company activities. Most companies believe values influence two important strategic areas — relationships and reputation — but do not see the direct link to growth. Most companies are not measuring their “Return on Values” (ROV).” Top performers consciously connect values and operations. Values practices vary significantly by region. The CEO’s tone really matters.Source: http://www.strategy-business.com/media/file/sb39_05206.pdf
  • 7. It Can Pay to be EthicalSource: http://ethisphere.com/wme2010/
  • 8. Defining the Use of Codes of Ethics • Codes a formalization of corporate values or practices designed to guide the behavior of businesses. • Codes as an aspirational strategy geared towards demonstrating how corporations should behave. • Primary objective of codes is to serve the public health and in so doing, generate profits. • Codes as an opportunity to enhance and promote positive corporate reputation • Codes helpful in terms of garnering a positive relationship with government entities • Codes can also be used as part of an internal control system, product differentiation in the marketplace, reduced insurance premiums, improvement in customer relations and maintenance of standards.Source: The Adoption of Voluntary Codes of Conduct in MNCs: A Three Country Comparative Study
  • 9. Values Integration Project – Auberle Case Study, PHRA 2008 People Do Matter Finalist Source: http://www.pittsburghhra.org/pdm_auberle.php
  • 10. 10 Keys to Values Integration 10 Keys to Values Integration Driving Questions1. CEO Support and Leadership How does leadership drive the values?2. Performance Management System Where do values impact performance management?3. Learning and Development What aspects of training align with the values?4. Internal Communication How can internal communication maximize values?5. Reward and Recognition How can values support reward and recognition?6. Recruitment and Retention Where can values be seen in recruitment and retention?7. Mentoring and Coaching What steps can coaches take to drive the values?8. Business Alignment How are the values aligned with the business enterprise?9. Policies and Procedures What role do values play within policies and procedures?10.Public Affairs Management Which values play a direct role in public affairs?
  • 11. 10 Keys to Values Integration 1. CEO Support and Leadership Practices Values Should be Developed and Nurtured Through the CEO and Leaders It is Important for the CEO to Publically Talk About the Values Often Role Modeling the Values is Critical for the CEO and Leaders CEOs Need to Make the Values an Ongoing Executive Agenda ItemCEO Must be Diligent to Discover Values Success Stories throughout CompanySenior Leaders Should Form Dynamic Think Tanks Focused on Growing Values CEOs Need to Link Values to Business, Marketing and Strategic Planning
  • 12. 10 Keys to Values Integration2. Performance Management System PracticesValues Need to be Integrated within Performance Management System Employees Should Have Goals that are in Alignment with the Values Companies can Benefit by Having a Detailed Assessment of Values Developing a Values-Based Leadership Model can Drive Performance Leverage Values-Based Behaviors and ROV Via Values Scorecards Initiate a Values Taskforce to Consistently Focus and Evaluate ValuesQuarterly, Leaders Benefit from a Comprehensive Assessment of Values
  • 13. 10 Keys to Values Integration 3. Learning and Development PracticesTraining Should Emphasize the Link Between Values and Learning Objectives Behaviors Reflective of the Values Must be Demonstrated by Employees Values Can Be Learning Objectives for Every Course and Assignment Every Employee Should be Able to Demonstrate Values Link to New Skills Leadership Circles Provide Learning Opportunities for Values Every Time a Best Practice is Created, it Must be Aligned with Values Values Lunch and Learns Generate Momentum for Values-Based Culture
  • 14. 10 Keys to Values Integration 4. Internal Communication PracticesEmployees Should Seek Out Values Success Stories to Share with Others Daily Memos on the Values Can Build Momentum for Achievement Company Newsletters with a Section Focused on Values Online Intranet Provides a Great Platform for Engaging the Values A Values Hotline Can Be Helpful Toward Answering Values Questions Quarterly Values Updates from the CEO to All Employees Values Champions to Ensure Values are Communicated to Team Level
  • 15. 10 Keys to Values Integration 5. Reward and Recognition Practices Blend Values into the Reward and Recognition Program Publically Recognize Employees for Demonstrating the Values Tangible Incentives Should be Given to the Company’s Values ChampionsCoaches and Mentors Need to be Trained on Providing Recognition for Values Create Values-Based Awards for Employees to be Recognized Migrate Values within Key Results Areas or Goals to Reward Positive Action Customize Rewards and Recognition for the Individual Person
  • 16. 10 Keys to Values Integration 6. Recruitment and Retention Practices Hire People Who Share the Same Values as the Company Assess Values-Based Behaviors During the Interview ProcessBrand the Employee Experience of Working in a Values-Focused Culture Consistently Discover Ways to Engage Employees in the Core Values Ensure Every Leadership Initiative has a Strong Link to the ValuesCreate a Clear Line of Sight for Employees to Know their Role with Values Accelerate Values Application via Employee Driven Initiatives
  • 17. 10 Keys to Values Integration 7. Mentoring and Coaching PracticesMake the Values Apart of the Mentoring and Coaching (M&C) Conversations M&C Should Receive Training on How to Provide Values-Based FeedbackM&C Can be on the Ground Level of Developing Organizational Core Values Steps Should be Taken by M&C to Assess Leaders on Values Application M&C Need to Motivate Leaders to Proactively Apply Values-Based SkillsCreate the M&C Leadership Circles to Engage Employees in Values Thinking Reach Out to Company Alumni for Additional M&C External Opportunities
  • 18. 10 Keys to Values Integration 8. Business Alignment PracticesEnsure the Values Become an Integral Part of the Business Enterprise Maximize Values in Developing the Company’s Service Offering Utilize Values in Next Generation Product Creation Discover Opportunities in the Marketplace for Values ApplicationsCreate Values Innovation Labs Focused on New Products and Services Ask Customers About How the Core Values Relate to Their BusinessDevelop a Values Newsletter to Inspire Current and Potential Customers
  • 19. 10 Keys to Values Integration 9. Policies and Procedures Practices Ensure Policies and Procedures (P&P) Support the Core Values Conduct an Audit of P&P to Determine Fit with Values Develop Cross-Functional Teams to Periodically Evaluate P&P Spotlight a P&P Quarterly to Educate Employees about Link with Values For Every P&P, Explicitly Indicate How It Relates to the Core Values Create Overall Values Statements that Can Guide P&PGenerate Simple One Page P&P with Values to Increase Employee Interest
  • 20. 10 Keys to Values Integration 10. Public Affairs Management Practices Publicize Values Success Stories to External Key StakeholdersCreate Strategic Partnerships with Suppliers & Customers that Share ValuesAlign Values-Based Behaviors with Corporate Social Responsibility Programs Public Affairs Department Needs to be Very Clear on Impact of Values Public Affairs Department can Assist with Internal Values Marketing Link Core Values with the Davenport Corporate Citizenship Model Inventory and Categorize Values Stories for Publication and Discussion
  • 21. ValuesTools & Resources
  • 22. TOP 10 ORGANIZATIONL VALUES QUESTIONS1. Does your company have an actionable values strategy?2. How effective have the values been towards the bottom line?3. To what extent do your employees embrace values?4. What systems do you have in place to maximize values?5. What do you see as the benefits of a values-based workforce?6. What barriers stand in your organization’s way of having values?7. In what ways has values been a strength or weakness?8. How does your organization bring the values to life?9. What tools or resources are you missing to engage values?10. In a perfect organizational world, what would values look like?
  • 23. TOP 10 MOST ADMIRED COMPANIES FOR 2008 1. Apple • Corporate Citizenship 2. Berkshire Hathaway • Focus on Triple Bottom Line • Volunteer Programs 3. GE • Innovative Products and Services 4. Google • Cultures Focused on Values 5. Toyota • Successful Business Returns 6. Starbucks • “Do No Evil” Motto • Green Investments 7. FedEx • Engaged Employees 8. Procter & Gamble • Strong Brand Loyalty 9. Johnson & Johnson • Integrate Solar Energy 10. Goldman Sachs • Strategic Focus andSource: http://mutual-funds.us/magazines/fortune/mostadmired/2008/
  • 24. VALUES SCORECARD Max Actual 1. What are the organization’s top (3) values goals and objectives? 5 2. What processes are currently in place to achieve top (3) values goals and objectives? 10 3. Does the organization have a values strategy? 5 4. Does the organization have a budget to support its values strategy? 5 5. Does the organization address dimensions of values in its strategy? 5 6. Does the organization measure its value’s effectiveness? 10 7. Does the organization have process(es) in place to support its values strategy? 5 8. Who has the lead responsibility for managing values within the organization? 5 9. What is the total number of staff dedicated to values in the organization? 5 10. Does the organization have a formal succession planning process? 5 11. What does senior leadership currently do to demonstrate its commitment to values? 5 12. What identifies how senior leadership is held accountable for values implementation? 10 13. What employee groups consistently display values in the majority of their work? 5 14. Do senior leaders involve employee groups in values initiatives? 10 15. What identifies how employees are held accountable for values? 5 16. Has the use of the above measures contributed to the organization’s values success? 5 TOTAL 100Source: Adapted from the U.S. Department of Commerce and Vice President Al Gore’s National Partnership for ReinventingGovernment Benchmarking. Best Practices in Achieving Workforce Diversity.
  • 25. Contact Information Areas of ExpertiseDana E. Jarvis, MPA, MSW • Veterans EngagementAdjunct Professor of Leadership and Management • Learning and DevelopmentDuquesne University • Organizational Effectiveness412.855.5369 Cell • Diversity Engagement"danajarvis" - Skype • Strategic Planning and Implementationdjarv4@gmail.com • Blended Learning Modelswww.linkedin.com/in/danajarvis • Project Management • High Performance InnovationAuthor of 7 Essentials for Managing Virtual Teams • Virtual Team Engagementhttp://www.amazon.com/7-Essentials-Managing- • Talent ManagementVirtual-Teams/dp/1935551906/ref=sr_1_1?s=books&ie=UTF8&qid=1355758242&sr=1-1