10 Keys to Values Integration

Dana E. Jarvis, MPA, MSW Adjunct Professor, Duquesne University

Meet Dana E. Jarvis, MPA, MSW

18+ Years of Leadership/Management Experience Author of 7 Essentials for Managing Virtual Teams (University Readers, 2010) Adjunct Professor, Duquesne University, University of Pittsburgh and Stephens College Instructor for Graduate Courses in Leadership, Ethics, Management, Diversity, Change and Strategy Former Human Resource Director for $230M Company Values Integration Project Finalist in Pittsburgh Human Resource Associations 2008 People Do Matter Awards Architect of Corporate Universities, Leadership Programs, Performance Management Systems and Employee Engagement Initiatives International Speaker at Major Industry Conferences Contributing Writer for Workforce Managements Dear Workforce Master of Public Administration, Master of Social Work Graduate of Leadership Pittsburgh XIX Former United States Marine and Navy Achievement Medal Honoree

Benefits of a Values-Based Company

Foundation of values to drive decision-making Integrated comprehensive approach to bring values to life

Market differentiator by having values aligned with

business enterprise Accelerated employee engagement, grounded by core values Enhanced understanding of the most meaningful aspects of the organizational culture, mission and business enterprise Increased retention of high quality employees and leaders Systems focused on bringing values to life, which play a key role in behaviors focused on operations, sales and customer service

A Values-Based Company Drives Results

Core Value Organizational Integration

Values Positively Impact Decisions and Behaviors

Strong Results in Reputation, Customer Loyalty and Employee Engagement

The Importance of Values and Ethics

The Values of Corporate Values, A Booz Allen Hamilton/Aspen Institute Study 30 countries, 365 companies, CEOs or Board Members (2005)
KEY FINDINGS Ethical behavior is a core component of company activities. Most companies believe values influence two important strategic areas relationships and reputation but do not see the direct link to growth. Most companies are not measuring their Return on Values (ROV). Top performers consciously connect values and operations. Values practices vary significantly by region. The CEOs tone really matters.
Source: http://www.strategy-business.com/media/file/sb39_05206.pdf

It Can Pay to be Ethical

Source: http://ethisphere.com/wme2010/

Defining the Use of Codes of Ethics

Codes a formalization of corporate values or practices designed to guide the behavior of businesses. Codes as an aspirational strategy geared towards demonstrating how corporations should behave. Primary objective of codes is to serve the public health and in so doing, generate profits. Codes as an opportunity to enhance and promote positive corporate reputation Codes helpful in terms of garnering a positive relationship with government entities Codes can also be used as part of an internal control system, product differentiation in the marketplace, reduced insurance premiums, improvement in customer relations and maintenance of standards.

Source: The Adoption of Voluntary Codes of Conduct in MNCs: A Three Country Comparative Study

Values Integration Project Auberle Case Study, PHRA 2008 People Do Matter Finalist

Source: http://www.pittsburghhra.org/pdm_auberle.php

10 Keys to Values Integration

10 Keys to Values Integration

10 Keys to Values Integration
1. CEO Support and Leadership

Driving Questions
How does leadership drive the values?

2. Performance Management System Where do values impact performance management? 3. Learning and Development 4. Internal Communication 5. Reward and Recognition 6. Recruitment and Retention 7. Mentoring and Coaching 8. Business Alignment What aspects of training align with the values? How can internal communication maximize values? How can values support reward and recognition? Where can values be seen in recruitment and retention? What steps can coaches take to drive the values? How are the values aligned with the business enterprise?

9. Policies and Procedures

10.Public Affairs Management

What role do values play within policies and procedures?

Which values play a direct role in public affairs?

10 Keys to Values Integration

1. CEO Support and Leadership
Practices Values Should be Developed and Nurtured Through the CEO and Leaders It is Important for the CEO to Publically Talk About the Values Often Role Modeling the Values is Critical for the CEO and Leaders CEOs Need to Make the Values an Ongoing Executive Agenda Item CEO Must be Diligent to Discover Values Success Stories throughout Company Senior Leaders Should Form Dynamic Think Tanks Focused on Growing Values CEOs Need to Link Values to Business, Marketing and Strategic Planning

10 Keys to Values Integration

2. Performance Management System
Practices Values Need to be Integrated within Performance Management System Employees Should Have Goals that are in Alignment with the Values Companies can Benefit by Having a Detailed Assessment of Values Developing a Values-Based Leadership Model can Drive Performance Leverage Values-Based Behaviors and ROV Via Values Scorecards Initiate a Values Taskforce to Consistently Focus and Evaluate Values Quarterly, Leaders Benefit from a Comprehensive Assessment of Values

10 Keys to Values Integration

3. Learning and Development
Practices Training Should Emphasize the Link Between Values and Learning Objectives Behaviors Reflective of the Values Must be Demonstrated by Employees Values Can Be Learning Objectives for Every Course and Assignment Every Employee Should be Able to Demonstrate Values Link to New Skills Leadership Circles Provide Learning Opportunities for Values Every Time a Best Practice is Created, it Must be Aligned with Values Values Lunch and Learns Generate Momentum for Values-Based Culture

10 Keys to Values Integration

4. Internal Communication
Practices Employees Should Seek Out Values Success Stories to Share with Others Daily Memos on the Values Can Build Momentum for Achievement Company Newsletters with a Section Focused on Values Online Intranet Provides a Great Platform for Engaging the Values A Values Hotline Can Be Helpful Toward Answering Values Questions

Quarterly Values Updates from the CEO to All Employees Values Champions to Ensure Values are Communicated to Team Level

10 Keys to Values Integration

5. Reward and Recognition
Practices Blend Values into the Reward and Recognition Program Publically Recognize Employees for Demonstrating the Values Tangible Incentives Should be Given to the Companys Values Champions Coaches and Mentors Need to be Trained on Providing Recognition for Values Create Values-Based Awards for Employees to be Recognized

Migrate Values within Key Results Areas or Goals to Reward Positive Action Customize Rewards and Recognition for the Individual Person

10 Keys to Values Integration

6. Recruitment and Retention
Practices Hire People Who Share the Same Values as the Company Assess Values-Based Behaviors During the Interview Process Brand the Employee Experience of Working in a Values-Focused Culture Consistently Discover Ways to Engage Employees in the Core Values Ensure Every Leadership Initiative has a Strong Link to the Values Create a Clear Line of Sight for Employees to Know their Role with Values Accelerate Values Application via Employee Driven Initiatives

10 Keys to Values Integration

7. Mentoring and Coaching
Practices Make the Values Apart of the Mentoring and Coaching (M&C) Conversations M&C Should Receive Training on How to Provide Values-Based Feedback M&C Can be on the Ground Level of Developing Organizational Core Values Steps Should be Taken by M&C to Assess Leaders on Values Application M&C Need to Motivate Leaders to Proactively Apply Values-Based Skills Create the M&C Leadership Circles to Engage Employees in Values Thinking Reach Out to Company Alumni for Additional M&C External Opportunities

10 Keys to Values Integration

8. Business Alignment
Practices Ensure the Values Become an Integral Part of the Business Enterprise Maximize Values in Developing the Companys Service Offering Utilize Values in Next Generation Product Creation Discover Opportunities in the Marketplace for Values Applications Create Values Innovation Labs Focused on New Products and Services Ask Customers About How the Core Values Relate to Their Business Develop a Values Newsletter to Inspire Current and Potential Customers

10 Keys to Values Integration

9. Policies and Procedures
Practices Ensure Policies and Procedures (P&P) Support the Core Values Conduct an Audit of P&P to Determine Fit with Values Develop Cross-Functional Teams to Periodically Evaluate P&P Spotlight a P&P Quarterly to Educate Employees about Link with Values For Every P&P, Explicitly Indicate How It Relates to the Core Values Create Overall Values Statements that Can Guide P&P Generate Simple One Page P&P with Values to Increase Employee Interest

10 Keys to Values Integration

10. Public Affairs Management
Practices Publicize Values Success Stories to External Key Stakeholders Create Strategic Partnerships with Suppliers & Customers that Share Values Align Values-Based Behaviors with Corporate Social Responsibility Programs Public Affairs Department Needs to be Very Clear on Impact of Values Public Affairs Department can Assist with Internal Values Marketing Link Core Values with the Davenport Corporate Citizenship Model Inventory and Categorize Values Stories for Publication and Discussion

Values Tools & Resources

TOP 10 ORGANIZATIONL VALUES QUESTIONS 1. Does your company have an actionable values strategy? 2. How effective have the values been towards the bottom line? 3. To what extent do your employees embrace values? 4. What systems do you have in place to maximize values? 5. What do you see as the benefits of a values-based workforce? 6. What barriers stand in your organizations way of having values?

7. In what ways has values been a strength or weakness?

8. How does your organization bring the values to life? 9. What tools or resources are you missing to engage values? 10. In a perfect organizational world, what would values look like?

TOP 10 MOST ADMIRED COMPANIES FOR 2008

1. Apple 2. Berkshire Hathaway 3. GE 4. Google 5. Toyota Corporate Citizenship Focus on Triple Bottom Line Volunteer Programs Innovative Products and Services Cultures Focused on Values Successful Business Returns Do No Evil Motto Green Investments Engaged Employees Strong Brand Loyalty Integrate Solar Energy Strategic Focus and

6. Starbucks 7. FedEx 8. Procter & Gamble 9. Johnson & Johnson 10. Goldman Sachs

Source: http://mutual-funds.us/magazines/fortune/mostadmired/2008/

VALUES SCORECARD 1. What are the organizations top (3) values goals and objectives? 2. What processes are currently in place to achieve top (3) values goals and objectives? 3. Does the organization have a values strategy? 4. Does the organization have a budget to support its values strategy? 5. Does the organization address dimensions of values in its strategy? 6. Does the organization measure its values effectiveness? 7. Does the organization have process(es) in place to support its values strategy? 8. Who has the lead responsibility for managing values within the organization? 9. What is the total number of staff dedicated to values in the organization?

Max 5 10 5 5 5 10 5 5 5

Actual

10. Does the organization have a formal succession planning process?

11. What does senior leadership currently do to demonstrate its commitment to values? 12. What identifies how senior leadership is held accountable for values implementation? 13. What employee groups consistently display values in the majority of their work? 14. Do senior leaders involve employee groups in values initiatives? 15. What identifies how employees are held accountable for values? 16. Has the use of the above measures contributed to the organizations values success? TOTAL

5
5 10 5 10 5 5 100

Source: Adapted from the U.S. Department of Commerce and Vice President Al Gores National Partnership for Reinventing Government Benchmarking. Best Practices in Achieving Workforce Diversity.

Contact Information
Dana E. Jarvis, MPA, MSW Adjunct Professor of Leadership and Management Duquesne University 412.855.5369 Cell "danajarvis" - Skype jarvisd@duq.edu www.danajarvis.org www.linkedin.com/in/danajarvis Author of 7 Essentials for Managing Virtual Teams www.danajarvis.org/virtualteams

Areas of Expertise
Learning and Development Organizational Effectiveness Diversity Engagement Strategic Planning and Implementation Blended Learning Models Project Management High Performance Innovation Virtual Team Engagement Talent Management