Having a clearly defined “Organisational Values” is a really important aspect today. “Values” is not just about a statement or some thoughts – its a glue that holds together the people and gives them a sense of belongingness to an organisation. Its a driving force, and a common identity. The key thing that needs to be kept in mind once the “Organisational Values” have been defined is that it needs to be “institutionalised” within the organisation as its DNA.

Getting the message across …..

Once the Value definitions have been firmed up, it is essential that the same is communicated across the organization to align the thoughts and behavioral expectations from all team members.

This particular aspect has to be a top down exercise in terms of communication by the Organisation Leadership, and the same has to be supported by appropriate tools in print and electronic format. The thought for all involved has to center around a strong first time communication and effective re-enforcement from time to time.

The following may be considered as a framework towards Institutionalizing Values:

Awareness

This step is about promoting organizational wide awareness of the company’s Values. Towards making the Organization aware of Organizational Values, it is important for the leadership team to recognize the strategic importance of having aligned cultures and of the role values play in creating those cultures.

To start with it is essential to create understanding at all levels of the organization of the values and communicate their definitions and relevance in context of organizations strategy and expected behavior from employees.

Along with the awareness comes the need for creating opportunities for alignment or employees with organizational values. This is critical as the same cerates a framework for future success by generating buy in from employees and making them realize that their behavior and actions are aligned to organizational values.

Companies that seek to create a values alignment have very few problems attracting and retaining talented people. They know what their employees want and they know how to provide it.

Key Actionable:

• Communication by Business Leadership (Top down Approach)
  • Communicating Values
  • Relating the Values to Organizational Growth & Success
  • Relating the Organizations Vision for Future with the Values
  • Setting expectations from employees on the Values front.

(This may take the form of a Kick Off address, for all employees where in the communication is made by the respective business heads/ divisional heads. To start with the MD / Chairman / Leadership may take up the Kick Off session for Values.)

• Wide Availability of Value(s) Definitions , Behavioral Indicators to Employees – for reference and re-enforcement.
  • Value Cards
  • Value Booklets
  • Posters – at all accessible and visible points in the office complex.
  • Company Intranet
  • Organizational Communication

Visualization

This step focuses around structuring activities that help facilitate a better understanding of each value by promoting positive behaviors and helping in driving values engagement. The Visualization process also looks for a re-enforcement through some of the tools used to promote awareness.

Key Actionable:

• Sharing of how the values have been demonstrated positively by renowned personalities – this may also include people in the Organizational Leadership.
• Create Opportunities for Employees to display Values in their Day to Day work life and recognize them appropriately

Tools:

• Employee activities with skits featuring both the positive and negative impact of values.
• Movie clips may be developed centering around all values which helped employees in relating to the same much easily. These clips may be shared with employees on their joining, or during communication forums.
• Intranet Site / Company News Letter / Weekly Communication: Real life stories, presentations, cartoons, posters, online contests, guest book and much more around the value.
• Contests, quizzes, games, graffiti and other activities centered around a particular value.

Engagement

Employees may be expected to engage with the value and demonstrate actions and behaviors consistent with the positive aspects of each value.

Key Actionable:

• People in leadership and management positions understanding and being capable of working with the key components of organizational cultures (Values, Beliefs and Behavior)
• Aligning personal values, beliefs and behavior to the individual’s role and the organization’s vision/values/business strategies
• Assimilating vision, strategies and values into day-to-day decision-making

Tools:

• Recognition Program to be built around the values. Employees displaying the values in their day-day work, and interaction with customers to be suitably recognized and the case study presented to others on communication forums, news letters etc. (Appreciation Cards – Depicting Values)
• Identifying role models from leadership team based on the values displayed during their association with the Organisation.
• Organizational Competencies, to reflect the Organizational Values, thus creating a mechanism for internalizing the values through out the organization.
• Creating opportunities for integrating the organizational values with key people processes including Performance Management System.
• Enhanced employee communication from leadership team emphasizing and re-enforcing the values.