Supporting slides for the Team Away day. Creating our Values

1. Team Away Day
Developing our values
Blenheim House
26th March 2014

2. Our agenda
Defining our values
• What are ‘Values’ and how they help define
our culture
• Examples of Organisational Values
• Organisational hierarchy of needs: Vision,
Mission, Strategy and Tactics.
•North Kirklees CCG Values- Who we are
• What do they look like in action?

3. Our agenda
Values in action
• Creating a world class team culture
• How to create a ‘remarkable place to work’
• Translating and transferring those principles
into our way’s of working.
Organisational survey
A prize for the table that’s first to
identify the person in the next picture

5. • ‘Your beliefs become your thoughts’
•‘Your thoughts become your words’
• ‘Your words become you actions’
•‘Your actions become your habits’
•‘Your habits become your values’
• ‘Your values become your destiny’

6. What do we mean by values?

7. What are values?
Important and lasting
beliefs or ideals shared by
the members of a culture
about what is good or bad
and desirable or undesirable

8. What are values?
‘A principle, standard
or quality considered
inherently
worthwhile or
desirable.’

9. Why are Values Important ?
Values have a major influence on
peoples behaviour and attitude
Values serve as broad guidelines
in all situations

10. Why are Values Important?
Your values serve are the things that
you believe are important in the way
you live and work
They determine your priorities and,
deep down, they’re probably the
measures you use to tell if things are
turning out the way you want them to

11. Why are Values Important?
Values are important and lasting
beliefs or ideals shared by members of
a culture about what is good or bad
and desirable or undesirable
Values have a major influence on a
persons behaviour and attitude and
serve as a guideline in all situations

12. What are our values?
Our values?
Our vision?

13. Hierarchy of Needs 1

14. Core Values

15. ‘We’ve learned…that the
soft stuff and the hard
stuff are becoming
increasingly intertwined.
A company’s values-
what it stands for, what
its people believe in- are
crucial to its competitive
success.
Indeed values drive the
business’
Robert Haas
Chairman CEO

16. Core Values – examples, who we are…

17. Core Values - examples, who we are…

18. Core Values - examples, who we are…

19. Core Values - examples, who we are…

20. ‘Values are the bedrock
of any corporate culture.
As the essence of a
company’s philosophy for
achieving success, values
provide a sense of
common direction for all
employees and guidelines
for their day-to-day
behaviour.’
Julien Phillips
Speaker

21. Hierarch of Needs 2

22. Mission

23. Mission

24. Mission

25. Mission examples, we exist to…

26. Mission examples, we exist to…

27. Mission examples, we exist to…

28. Mission examples, we exist to…

29. Properties of a good mission
statement

30. Hierarchy of Needs 3

31. Vision

32. Vision Statement

33. Vision Statement

34. Vision examples, we want to…

35. Vision examples we want to…

36. Properties of a good Vision Statement

37. Hierarchy of Needs 4

38. Strategy

39. Strategy

40. Strategy

41. Hierarchy of Needs 5

42. Questions for us to consider…

43. Questions for us to consider
• What do we stand for?
• How do we treat our customers?
• What do we mean by ethical behaviour?
• What core values are more important
than profits?
• How do we want to treat each other at
work?

44. Questions for us to consider
• What do we offer our employees for
their work effort?
• How do we want to be seen by the
community?
• What attitudes and behaviour in our
employees do we want to reward?
So shall we develop some answers to
these questions?

46. Team Away Day
Developing our values
Blenheim House
26th March 2014

47. My personal values- page 4
Prioritise
the list
1-150 !

48. Team Away Day
Developing our values
Blenheim House
26th March 2014

49. Superior Teams- page 3

50. Team Away Day
Developing our values
Blenheim House
26th March 2014

51. Our team values- page 5

52. Arranging our values

53. Our values 2 key questions…
• On a scale of 1-10 how good
are we at practicing that value?
• What behaviours do we need
to eliminate to better realise
that value?

54. Team Away Day
Developing our values
Blenheim House
26th March 2014

55. Culture
-ve motivation
+ve motivation
Compliance
Commitment

56. So what does
‘employee
engagement’
mean to you?

57. ‘A set of positive attitudes
and behaviours enabling high
job performance of a kind
which are in tune with the
organisations mission’.
Prof John Storey
Routledge Companion to
Strategic Human Resource Management

58. ‘A positive attitude held by the
employee towards the organisation
and its values.
An engaged employee is aware of
the business context, and works with
colleagues to improve performance
within the job for the benefit of the
organisation’.
Institute of Employment Studies

59. ‘A heightened emotional
connection that an
employee feels for their
organisation that
influences them to exert
greater effort in their
work’

60. On agenda for 81%
organisations globally
Only 21% have a formal
employee engagement
programme
COA solutions
• 2/3rds doing something
• Only 5% said ‘highly
engaged
• 41% admitted staff are
demoralised!

61. Employee Engagement
The Business Case
• Determine potential impact
on organisations performance
and success
• 30 consultation events, 300
online responses
• 50 different definitions
Strongest theme to emerge…
‘Engagement matters because people matter’

62. Employee Engagement
The Business Case
• Better financial performance
• Higher levels of innovation
• Lower absence levels
• Increased staff retention
• Fewer accidents
• Employee wellbeing
• More employees advocating their organisation
Cost to UK Economy? £39-43 billion (Gallup)

63. Employee Engagement
The NHS Case
• NHS Commissioning Board has recognised the
links between engagement and patient
experience
• Chief Exec Sir David Nicholson has argued that a
fall in staff engagement can be a warning
indicator on quality
• Recent guidance recognises clear link between
staff and patient experience
• Research indicates where staff engagement
scores high, scores are significantly higher for
performance measured by CQC through it’s
Annual Health Check Standards

64. Other studies have quantified the
impact finding that:
• Deliver 4 times more value to organisation
(Mercer data)
• Generate 43% more revenue (Hay Group)
• Average 2.7 days sickness against 6.2 days
(Gallup)
• 87% less likely to leave (Corporate Leadership
Council)
• Out perform other companies by 47%-202%
(Watson Wyatt)

65. Some questions to consider
• ‘I am inspired by my work’
• ‘I love what I’m doing’
• ‘I am really enthusiastic about what I do’
• ‘I’m really committed to the success of this
business’
What % of your employees
when asked would say…?
What’s that telling us?

66. Factors which significantly link to
commitment in the workplace
• Employees trust in
management
• Satisfaction in the
work itself
• Satisfaction in decision making
• Quality of relationships
between management and employee
• Satisfaction with amount of pay received
• Satisfaction with a sense of achievement
Source: Workplace Employment Relations Survey

67. The Main Drivers of Engagement
• Involvement in decision
making
• Freedom to voice ideas
to which managers listen
• Having opportunities
to develop in the job
• Feeling that the organisation is concerned for
your health and well-being
Source:

68. The Main Drivers of Engagement
• Regular feedback and
dialogue with my boss
• Clear perceptions of the
ethos and values of the
organisation
• Effective internal employee communication
• Employee clarity of job expectations
• PDG Management Training!
Source:

73. Team Away Day
Developing our values
Blenheim House
26th March 2014