Our client, a local organisation was reinventing itself, following a change of CEO.
The new CEO was concerned that the employees were not living the Corporate Values. The Values were printed on post-it slips, induction brochures and posted on the company website. However, the important questions were – how to bring these Values alive in the organisation, and what could be done to embed these Values in day-to-day activities?
In order to embed the Values:
- Employees need to understand:
- Why do we need these Values?
- How do we demonstrate these Values?
- Organisation needs to align policies and processes to reinforce the Values.
- Leaders need to role-model the Values.
What we did:
Tier 1: Developing a common language
- Conducted interviews and a workshop to develop a common understanding of the Values – what they meant in layman terms.
- Agreed on guideline behaviours to demonstrate the Values.
Tier 2: Cascading the values
- Conducted a series of workshops for employees to establish the link between business goals and Values
- participants discussed the need for Values in their day-to-day work.
- they articulated how they would demonstrate these Values at work.
- discussed Values dilemma situations to identify challenges that prevented them from demonstrating the Values.
Tier 3: Aligning organisation policies and processes
- Suggested refinements to align policies and work processes with the values.
- Formed ‘Value Champions’ forum to discuss and resolve policy & process challenges.
- There was shared understanding of the Values and ways to demonstrate them.
- Misaligned policies and processes were identified and refined.
- Senior management became clear about their responsibility to ‘role model’ the Values.
- Employees accepted their responsibility to live the Values.