Any Value in Values?

Among the more interesting trends in business is the process of identifying and articulating corporate values. These statements take many forms with each designed to signal to all stakeholders what the enterprise stands for and how (theoretically anyway) organizational behaviors will reflect these values.

There is a needed and often missing element to operationalizing corporate values. This lies in ensuring that the performance management system incorporates behavioral expectations of each employee by having these  incorporated into every performance review. These work-related behaviors can and should be clearly defined and articulated and a rating scheme created to ensure that these standards are adhered to by every member of the team.

Consider an organization that works hard to wordsmith their statement of values. They are justifiably proud of what they created and eager to post them on wall charts, plaques, laminated business cards, letterhead, the employee newsletter, their website and in countless other ways. However, a statement of values alone is not likely to change the behavior of employees or the basic approach to business on behalf of team members. Making values part of the performance evaluation process can breathe life into these important statements and will help galvanize team members.

Absent this crucial element, the values initiative can be viewed as superficial at best and leaders seen as less than sincere in their intentions. Employees who repeatedly see values ignored by co-workers can quickly become disenchanted, cynical, or worse. Words on the wall do little to affect organizational change and may work against senior leadership who risk coming off as disingenuous.

Creating a statement of values can energize team members but only when they are backed up by connecting them to performance and behavioral expectations.

For more information on ways your can utilize a comprehensive performance and behavioral assessment process, contact me at joe@ajstrategy.com.