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CORPORATE LEADERSHIP COUNCIL®                                                                         EMPLOYEE ENGAGEMENT
                                                                                                       IMPLEMENTATION GUIDE
STAGE IV: IMPLEMENT THE STRATEGY – HIGH-RESOURCE INTENSITY                                          www.clc.executiveboard.com

                            Establishing the Organization's 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

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establishing the_organization_s_value_system

  • 1. CORPORATE LEADERSHIP COUNCIL® EMPLOYEE ENGAGEMENT IMPLEMENTATION GUIDE STAGE IV: IMPLEMENT THE STRATEGY – HIGH-RESOURCE INTENSITY www.clc.executiveboard.com Establishing the Organization's 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