As an organization, do you live by your values or talk about your values?
We all want to hire and retain employees who are aligned with and adhere to our company’s values. To that end, companies will expend considerable effort (and often considerable expense) in crafting their values. Some of those statements can be quite memorable and inspirational. They can also provide a strong signal to the marketplace about the company’s direction and intent.
However, those words don’t always resonate with staff. Some employees might not even be familiar with the values, or they know them only as words that appear on the back of their ID badge.
This doesn’t suggest that the employees are turning a blind eye towards the values. Nor should we demand that our staff members take time out to memorize the wording of the various values statements. That is because, from an employee standpoint, it is not the specific words in the statements that matter. What they are focused on are the deeds behind them.
Employees want to know that their company:
- Offers a good set of products and services that serve a meaningful customer need
- Provides timely and effective delivery and customer service
- Keeps up with (or helps to set) trends in the marketplace
- Consistently treats its customers (and suppliers) with respect and finds ways to contribute to the greater good in the community
- Pays a competitive wage, fitting with the employee’s contributions to the company’s success
- Treats its employees with respect by promoting open and honest communication and helping people to reach their potential
- Enables creativity and innovation
- Fosters a sociable and collaborative work environment
- Fulfills all its promises and obligations, both explicit and implied
Employees may place different levels of importance on and seek out different manifestations of those characteristics, ultimately creating their own definition of what they want or expect the company to be. Alignment with the mission, vision, and values comes when 1) the employee believes that the organization and its leaders are living up to that definition in their day-to-day actions and communications; and 2) the company, through its various change efforts, seems committed to maintaining that same trajectory into the future.
Another litmus test for staff members is whether the organization places greater emphasis on its people or its systems and processes. The immediate reaction is to say people. But where does the investment go? And which does the organization call out more frequently out in sales or marketing materials, or in its conversations with customers and clients? Employees are well aware of where they “rank” in the pecking order – and that can carry over to their perceptions of other aspects of the work environment.
These market insights from Carpe Diem Global Partners are gathered from the firm’s extensive client work with Board, CEO, CXO, and CHRO leaders in public and private multinational companies. For deeper, custom insights, contact Craig Kamins at ckamins@carpediempartners.com.