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| Sep 09, 2007 3:23 am |
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re: Value based workplace |
Jo Verde
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Hi Kishor,
First I applaud you for taking on such a huge and controversial issue, one that inevitably must address both the employer and current/potential employee views.
As you are well aware, my focus is in Human Resources and Professional Development so it follows that I have a definite view to offer for consideration
One of the biggest challenges facing all organizations, SMEs and larger corporates is how to translate its corporate strategy into something that employees can understand and act upon on.
I refer to this more as a corporate culture and applies to all sizes of organizations.....
- Communicates what the organization believes in
- Provides employees a sense of direction and expected behavior
- Shapes employees’ attitude about themselves, the organization, and their roles
- Creates a sense of identity, orderliness, and consistency
- Fosters employee loyalty and commitment every day.
Defining a clear set of corporate values is a component part of developing a high performance culture, critical in sustaining a company’s competitive advantage and is not something that can be easily replicated by the competition. When momentum is built up it comes to life within the organization.
Values should be related to six major areas:
•Organization
•Employees
•Customers
•Community
•Environment
•Shareholders
Every business looks for something distinctive in the market place. The values vocabulary is relatively limited, and can tend towards truisms, but its interpretation can be individual and dynamic, creating an environment that promotes initiative and appropriate degrees of risk taking amongst employees.
I recently had the opportunity to speak to a group of MBA HR students in Goa,India and one of the key areas we spent time on, was the change required by employers in understanding the paradigm shift to what we believed employees wanted years ago versus what new employees want and how they view the job market in fitting in with their value system. It becomes a critical issue for Human Resources to deal effectively within manpower planning today.
I have also for some time talked about the responsibility of human resources in operationalizing the strategy, providing value added factual feedback to senior executives
I divide the HR functions into groupings. By chunking accountabilities it is easier to divide and track to the organization’s HR strategy.
Organizational Analysis
•Organizational design
•Job definition and documentation
•Succession planning
•Staffing strategies and utilization
•Communication and decision-making processes
•Management/supervisory practices – leadership, coaching, mentoring
•Vision,Values
Human Resource Management
•Human resources policies
•Employee surveys
•Training and development programs
•Human resources audits
•Hiring and retention strategies
•Human resources information technologies, systems, and operating practices
Performance Management
•Identifying competencies – technical and behavioral
•Goal setting processes
•Defining performance measures that reflect business strategy
•Approaches to assessing or rating performance
•Performance review forms and administration
•Employee and supervisory training and coaching programs
•Links to pay increases, promotions, recognition, and professional development opportunities
Employee recognition programs
•Total reward strategy and compensation philosophy
•Benchmarking and competitive analysis
•Short-term incentive plans
•Long-term incentive plans
Unless and until Human Resources personnel understand their place at the management table and how each of the sub processes contribute to all aspects of the business to provide value added input…things will not change.
Inherent or overlaid in all of this discussion is the expectation that the skills, knowledge and behaviors are modeled throughout the organization…big or small. And that is where the values come into play.
Thanks for the opportunity of sharing my random thought firings for this evening…
Regards,
Jo
Private Reply to Jo Verde (new win) |
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