The organisational values need to support the key strategic goals and vision of the company. Values are the key to the success of an organisation. The big challenge for organisations is to have everyone ‘live up’ to these values.
Organisational values link the vision, mission, or purpose to the culture of the organisation.
In principle, values have an impact on an organisation’s success; organisations that want to be at the forefront of innovation and change will need to:
- Define and assess organisational values;
- Invest in regularly communicating the organisational values;
- Understand staff views of the organisation’s values;
Essentially Know, Share and Live the organisation’s values.
Organisations need to look for conflicts between personal and organisational values when there is:
- Declining quality;
- Poor customer service.
There is a need for alignment between individual values and organisational values. Where these align, the outcomes include:
- Increased job satisfaction;
- Increased staff retention;
- Improved sales.
Employees also distinguish between the articulated organisational values (usually described in a values statement) and espoused (expressed, verbally or in writing, but not consistently actioned).
The key question(s) to answer
a) From an employee perspective:
Does the organisation believe, and act, in a way that you value?
b) From an organisation perspective:
Do staff believe, and act, in a way that is consistent with what the organisation attaches importance to?
Understanding these is critical, particularly in times of ‘change’.
Arguably, personal values will always override organisational values.
Linking organisational values to personal values, employees may appreciate two-way communication, team-work, and work/life balance.
Values are a core part of who you are. Developing your self-awareness of your values (contact me to explore useful tools) is the first step.
A recent mentee struggled with implementing their entrepreneurial thinking and approaches, given the organisations ‘decision making structure’. The structure slowed down the response time, resulting in decreased motivation and increased frustration for the employee.
We worked on aspects the mentee could control, including strategies for managing this frustration. Ultimately, their values of quality, responsiveness and innovation was not a ‘fit’ for the organisation. With this realisation the mentee sought a new employer, attaining a more fitting and successful role.
Remember – your values add value to your brand!
Once you have evaluated your personal values, and how they shape who you are, you should then evaluate the organisational values, evaluate your Person-Organisation (P-O) fit. This is step two.
Essentially the P-O fit argues that people are attracted to and selected by organisations that match their values, and they leave organisations that are not compatible. Personal-organisational value conflict has been found to be a stronger predictor of job satisfaction than demographics, personal characteristics, organisational characteristics, or all three combined (Pahini 2016).
Organisations can facilitate step two by developing and supporting this understanding further through training, coaching, and initiatives, you can contact me for these service offerings too.
Consider a facilitated workshop designed with the aim of creating an environment for people to share their individual values with others, align with the organisation and ultimately add value.
This is not a hasty exercise and requires some ‘hard’ thinking. Questions for exploration would include:
- Do you understand the organisation’s ‘Values’ and the link to Vision and Purpose?
- What ‘Value’ does the organisation derive from living and fulfilling its values?
- As an employee, how do you contribute to ‘adding Value’ to the organisation?
- Can you thrive in this organisation with these values and this culture?
- What core values do you personally bring to work?
- What ‘Value’ do you derive from living and fulfilling the organisation’s values?
- How do you collectively, and individually, respond to ‘anti-values’?
- How do you show up, as a staff member, when you are living the organisation’s values? What does this look like?
The process of genuinely creating organisational values and connecting these with personal values is ultimately more valuable than any written words.
Facilitate the bridge between your staff and your organisation’s success!