Company Values: What Value do they have to an Organisation? »
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Values can be described as a list of do’s or don’ts in relation to employee behaviour within an organisation. They are usually developed to ensure that the company brand is represented and implemented appropriately so that a company‘s vision is successfully achieved.
However, all too often values play no meaningful role within an organisation. Values (or sterile words) are typically decided upon and then left immediately to rest (in peace) in a document, in a wall frame or an induction pack. Organisations fail to inject a degree of reality into them so that they are actually ‘lived’ within the organisation.
So, why do organisations struggle? All too often values are too generic or ‘standard’. Companies typically work through a values process so they are seen to be doing the right thing. Many feel they are just ticking a box and therefore take the easy route of selecting words such as respect, communication, quality, innovation, and teamwork. These are merely words they think should be included rather than those with meaning and relevance which will guide employees’ decision-making processes and behaviours.
Values are often based on words that are intrinsic – words such as loyal, trustworthy and integrity, which surely in the business world go without saying? If these are not part of any business' ethical foundation, then the business itself will have a very limited life span.
Employees, including those charged with the responsibility of developing these guiding principles (that is the senior managers), lack actual true meaning and understanding of them. They do not link the fact that values are intended to impact, change or influence their behaviour – in most cases no connection at all is made between values and employees' behaviour and thinking.
So, what needs to happen so that employees actually live the values of the company that enables the brand to be reflected appropriately?
Values must engage the employees – that is they must be proud of them, relate to them and understand how the values guide their behaviour as they perform their specific role. Surf the Vodafone website and you will come across words like, Zesty, Hot, Intrepid, Cool Tribe – words which many an employee or customer for that matter would want to be associated with.
To achieve ‘engagement’, senior managers must firstly be committed to articulating and communicating the values (aligned with vision and brand) to the wider team. They must be seen to encourage discussion and participation in their development and be seen to lead by example. Then programs need to be developed that see workshops and tools deliver the values in a personalised manner to every employee, so each fully understands what influence the values have on their specific role or function. This is then incorporated with checks and measures, which may be implemented by peers, managers and if necessary objective auditors.
Values act as guiding principles for all activities and behaviours within an organisation. The people have to live them if any organisation is going to successfully represent a strong brand and customer service in the market place.
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VantagePoint is a leading marketing management consultancy that provides best practice strategic marketing advice for its clients and assists them to develop pathways for finding, building and keeping profitable customers. VantagePoint offers a complimentary monthly e-newsletter that challenges and probes local and global marketing issues and provides readers with customer driven strategic marketing insights and resources. The VantagePoint e-newsletter can be reached by clicking through their homepage and subscribing at: www.yourvantagepoint.com
Rachel Grigg
Values can be described as a list of do’s or don’ts in relation to employee behaviour within an organisation. They are usually developed to ensure that the company brand is represented and implemented appropriately so that a company‘s vision is successfully achieved.
However, all too often values play no meaningful role within an organisation. Values (or sterile words) are typically decided upon and then left immediately to rest (in peace) in a document, in a wall frame or an induction pack. Organisations fail to inject a degree of reality into them so that they are actually ‘lived’ within the organisation.
So, why do organisations struggle? All too often values are too generic or ‘standard’. Companies typically work through a values process so they are seen to be doing the right thing. Many feel they are just ticking a box and therefore take the easy route of selecting words such as respect, communication, quality, innovation, and teamwork. These are merely words they think should be included rather than those with meaning and relevance which will guide employees’ decision-making processes and behaviours.
Values are often based on words that are intrinsic – words such as loyal, trustworthy and integrity, which surely in the business world go without saying? If these are not part of any business' ethical foundation, then the business itself will have a very limited life span.
Employees, including those charged with the responsibility of developing these guiding principles (that is the senior managers), lack actual true meaning and understanding of them. They do not link the fact that values are intended to impact, change or influence their behaviour – in most cases no connection at all is made between values and employees' behaviour and thinking.
So, what needs to happen so that employees actually live the values of the company that enables the brand to be reflected appropriately?
Values must engage the employees – that is they must be proud of them, relate to them and understand how the values guide their behaviour as they perform their specific role. Surf the Vodafone website and you will come across words like, Zesty, Hot, Intrepid, Cool Tribe – words which many an employee or customer for that matter would want to be associated with.
To achieve ‘engagement’, senior managers must firstly be committed to articulating and communicating the values (aligned with vision and brand) to the wider team. They must be seen to encourage discussion and participation in their development and be seen to lead by example. Then programs need to be developed that see workshops and tools deliver the values in a personalised manner to every employee, so each fully understands what influence the values have on their specific role or function. This is then incorporated with checks and measures, which may be implemented by peers, managers and if necessary objective auditors.
Values act as guiding principles for all activities and behaviours within an organisation. The people have to live them if any organisation is going to successfully represent a strong brand and customer service in the market place.
______________________
VantagePoint is a leading marketing management consultancy that provides best practice strategic marketing advice for its clients and assists them to develop pathways for finding, building and keeping profitable customers. VantagePoint offers a complimentary monthly e-newsletter that challenges and probes local and global marketing issues and provides readers with customer driven strategic marketing insights and resources. The VantagePoint e-newsletter can be reached by clicking through their homepage and subscribing at: www.yourvantagepoint.com