We all have an insight into the values chosen by the organisation we work for. They are probably described in the staff handbook, perhaps hanging around the corridors and offices. In many of the places I visit, they are written on the wall upon arrival. This ensures that they are visible and we show that we focus on them - or do we?
Values tell us what strategic focus areas we should all have in the organisation - these areas often come out of a strategy process where the vision and mission of the organisation are well described.
Is there ownership and motivation from the employee to support the values?
The success of any organisation depends, among other things, on the ability and motivation of employees to understand and support the organisation's values. If this is successful, people will work in the same direction to a greater extent than if it is not.
Values - the words on the wall - need to be transferred to our everyday lives. This is done by describing the behaviour we want to see to support the values.
Put the values into play from recruitment to MAS/MUS to exit interview
If the values are essential to the organisation, they should be given maximum focus. This focus should start already in the recruitment phase as one of several elements, including professional and interpersonal skills, work experience and educational experience, among others.
To maintain the ongoing focus, the dialogue should be included in MAS/MUS dialogues. These are often conducted every 3, 6 and/or 12 months. Similarly, it can be integrated into an exit interview.
How do I do this in practice
Through FinxS, the Extended DISC Value Report, which is a report describing your organisation's values, with both headlines and behavioural competencies that support the values.
When the candidate/employee completes a Value Report, their natural behaviour will be benchmarked against the behavioural competencies that describe the organisational values.
This provides an overview of where the employee is behaviourally motivated and not motivated to have the behavioural traits that support the organisation's values.
An example of company values could be; co-operation, quality, goal-oriented, solution-oriented. The employees in the company must therefore match one or more of these in terms of behaviour.
Behavioural traits
Information about the extent to which an employee is behaviourally motivated to support the organisation's values. This can be used throughout the entire process, from application to exit interview. It also means that you can benchmark whether certain people with certain values stay or leave your organisation.
Values and teams
Based on the premise that no one can do everything, but a team can - not everyone in a team may need to be equally motivated to live out all values. However, it is important that the team has respect and ownership for the processes and goals of the team.
You get the opportunity to see your values measured against team behaviour and individual behaviour, which can be compared to performance.
How do I get started?
If you have described your vision, mission and values, let's have a dialogue and create your own Value Report
Contact us on tel. +45 70 26 32 25 or write to us via the website www.hrsolutions.dk
Sincerely yours
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