The Value Proposition. Role of Values and Organisational Alignment

Transcription

1 The Vaue Proposition Roe of Vaues and Organisationa Aignment

2 The Vaue Proposition Evoving Roe of HR Organisationa Aignment Vaues as Career Drivers Baance & Vaue Equation Our Vaues

3 What are Vaues? Subconscious drivers Intrinsic and Extrinsic Cassified into four categories Change with and through ife experience Guide our actions and how we interact with others Can change with each generation Direct where and how we focus our energy Hep us distinguish right from wrong Inform us on how we can ive our ives in a meaningfu way

4 Cassifying Vaues # 1 Intrinsic An interna sense of something bigger than the work itsef. For most, in order to fee truy satisfied, their work must contain some intrinsic vaue. Extrinsic Reate to the favourabe contributions that often accompany a work roe Heping Peope Sense of Achievement Persona Power / Infuence Mastery Freedom Prestige Saary Bonus Scheme Company Car Physica Setting Roe Advancement Status

5 Cassifying Vaues # 2 Persona Define you as an individua. Determine how you face the word and reate to others i.e. honesty, reiabiity, trust. Socia Principes that indicate how you reate meaningfuy to others in a socia situation i.e. famiy, friends or co-workers. You Cutura Practice of your faith or customs. Principes that sustain connections with a arger community with simiar backgrounds. Career Principes that guide your behaviour in professiona contexts and guide how and where you focus your energy.

6 Reationships: Motivators & Vaues Motivators (Hardwired) Vaues (Evoving) Subconscious driver Subconscious driver Predisposes you to think or act in a certain way Predisposes you to think or act in a certain way Every motive usuay marks by a strong desire to reach a certain goa i.e. a financia goa Guides how you achieve your goa and what is an acceptabe way of doing so On-going need or want which must be fufied Often expressed/enabed by what motivates you

7 Vaue Barriers: Our Word View Triba Infuence What wi other peope think? Seeking Bame It s their faut OR If ony Roe View I m ony here to advance my career EGO Need to contro or perceived threat to status or power Feeing Hepess I have no contro OR It doesn t matter what I think Career View I m ony here to make money OR My rea ife is after work Organisationa View I can t impact the bigger picture OR They/we don t wak the tak OR There just words Organisationa Aignment Persona or work vaues are not aigned to the organisation

8 Vaues Confict: What happens? Interna: Sense of frustration and/or disappointment Unabe to articuate what is missing Fee mentay and/or emotionay exhausted Manifests as stress, disengagement and ow morae Externa: Staff turnover and unwiing ambassadors Impacts productivity and morae individua and co-workers

9 Summing Up: Roe of Vaues Life: Subconscious driver and can come in many forms Aigned with our motivators Pays a key roe in our decision-making process Significant persona impact when in confict Career: Important to be abe to articuate them Transate into questions for interviews/research Hep us to identify what isn t said

10 I show you mine if you show me yours EXERCISE: Identifying Your Career Vaues (10 minutes) Assess vaues in the workbook Pick your Top 5 Consider how many are currenty met

11 The Vaue Proposition Vaues and Motivators Vaues as Career Drivers Organisationa Aignment

12 Let s Tak: Over to You GROUP DISCUSSION Why do organisations sti create vaue statements and what roe does it fufi?

13 Breaking it Down... Interna: Past experiences Low confidence/sef esteem Learned hepessness (cutura) Organisationa View I can t impact the bigger picture Externa: Perception that an organisationa, or its cuture or environment doesn t encourage Minima opportunities to contribute Lack of understanding/poor communication

14 Breaking it Down Interna: Past experiences Persona fiters or perceptions Organisationa View There just words Externa: Created at the top = ow buy-in Lost in transation Expectations not defined

15 Breaking it Down Interna: Past experiences Persona fiters or perceptions Organisationa View They/we don t wak the tak Externa: Not inked to performance Not embraced in deveopment initiatives No consequences Few roe modes and the emming effect

16 Breaking it Down Interna: Organisationa Aignment Persona or career vaues not aigned to the organisation Seek out organisations that appear to aign with or wi enabe us to demonstrate or ive our persona or career vaues Externa: Lack of congruence between an organisation s vaues, cuture, environment or work ethic and their vaue statement Leadership or empoyees: Not waking the tak

17 Summing Up: Individua Barriers We seek out organisationa aignment We view aignment between persona and organisationa vaues through our persona fiters Fiters are based on past experiences and how we see ourseves and our pace in the word Past cutura environments can infuence how we act e.g. earned hepessness

18 Summing Up: Organisationa Barriers Cutura environment impacts eve of aignment experienced Embodied in everything they do and say Integrated across a areas of peope management Strong reationship to abiity to embed cutura change Transated and communicated we Referra system with consequences

19 Reationships: Vaues & Cutura Change Organisationa Vision, Mission and Strategic Direction Organisationa Vaues and Cuture Expectations communicated - behaviours and attitudes defined Engagement and Operationa transation Puse Checks and Action Turnover: Exit interviews Transation: Peope Management and Performance Orientation; Position Descriptions; Deveopment; Performance Environment: Changing the Environment Define Roes: Change Ambassadors Support: Coaching; Mentoring and Roe Modes

20 Let s Tak: Over to You OPEN FORUM How woud you describe the reationship between an organisation s vaues and its cuture?

21 The Vaue Proposition Baance in the Vaue Equation

22 Roe of Baance in the Vaue Equation Individua Linked to persona and career vaues i.e. freedom and fexibiity Sought after in organisation creating seing point Lost through persona barriers i.e. guit; in demand ; poor time management and deegation; earned behaviours Perception: Baance for one isn t baance for another Organisationa Roe mode Ensure it becomes a joint responsibiity Activey manage tasks and activities; deadines; performance management

23 Let s Tak: Over to You OPEN FORUM How easy is the roe of HR in enforcing and managing work/ife baance?

24 The Vaue Proposition Evoving Roe of HR

25 Shifting Roe of HR Strong Leadership within HR and as an organisationa eader reshaping expectations about what HR can and wi deiver. Future Focus anticipating an organisation s future needs and responding with fexibe and creative soutions. Deivering Vaue not a new chaenge but a crucia one. Activey demonstrating how initiatives wi add bottom ine vaue Interna Consutant spreading HR competencies throughout the organisation and providing advice and support Taent Management finding, deveoping and keeping the best peope and feeding the taent pipeine.

26 Let s Tak: Over to You OPEN FORUM What is the evoving roe of HR within organisations and what coud it ook ike in the future? Coud HR be outsourced?

27 Thank You Any Questions?