3. Background
• Further integration into Danske culture
• Agreed as part of HR strategy
• Opportunity to link with Treating Customers
Fairly & Corporate Responsibility
• Complements Business as Usual
• Challenge to ensure everyone is engaged in
„Living the Values‟
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5. Process
• Initial communication to Executive Committee
• Working Group established
• Methodology agreed
• Pilot initiated
• Cascade upwards commenced
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6. Bottom-up approach
• Introduction of Core Values based on a „building
approach
• Pre-positioning via formal internal comms and magazine
• Build Core Values upwards to ensure maximum
effectiveness and engagement
• Delegates volunteered to facilitate workshops within their
team and maybe with their Leadership Team
• Objective is to have a set of meaningful behavioural
standards adopted by each business unit
• Outputs to be shared „next line up‟ with ExCo output
communicated back to all employees
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8. Workshop
• What do Core Values mean to me?
• What do Core Values mean within my
team?
• What do Core Values mean to my
customers?
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9. Employee feedback
“Core Values “It’s great they have not been
now mean interpreted for us”
something
“We can decide as a team
other than just what’s important”
words”
“We had an opportunity to
“The team
discuss team issues”
bonded
“This is something different”
better”
“We have been involved
from the start”
“A great development opportunity and a great sense of
achievement”
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10. Benefits
• High level of employee engagement
• Enhancement of personal development for
delegates selected
• Promotes ownership and involvement of Core
Values at all levels
• Creates consistent understanding of Treating
Customers Fairly across the Bank
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11. Measuring Progress
• Employee Opinion Survey
• Customer Satisfaction Survey
• Service Recovery – Type of Complaints
• Image/Brand Survey
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