Are core values really valued?

Integrity, Respect, Consistency, quality and so on… Are these the same set of core values adapted by your company? Really!! What a coincidence! Millions of companies have the similar ones.

And even then #Entrepreneurs do not dig out time to evaluate to know what the actual core values of their organization are.
 It’s kind of “In Vogue” to set values in company, so they all do it without realizing its worth, impact on culture and implementation.

Very often we get confused between the goals, culture and core values in an organization, there is an organization where one of the Core value was "Swiftness” and everyone accept the top Management actually was adhering to the values. But it didn't work that ways for too long, how could it? 

Core values are top to down approach (I read one article, where the author mentioned that in many Fortune companies, CEO’s one of the responsibility is to teach or coach on Values to their employees) or at least some walking the talk should have been there. Demands from team on Speedy results, but when it comes to Decisions/communications from Top Management everything used to get jammed.

 This is precisely why it started confusing all other employees also and they actually stopped believing in their CORE VALUES, as they saw that the implementation of these so called values is not there at all or its just conditional use of values - to corner an employee Management start singing the saga of Core Values, but when leadership team has to show, then response comes promptly – “Oh! We have so many things to take care of, why can’t we bend it “little” for ourselves”

And then this story is of another company where everything was totally centralized (as in every decision was taken by or with the involvement of the MD, who ideally should be involved in making only important and not day to day decisions).

One of their core values was ‘Ownership’  and this word was given a perspective for the company  “taking their own decisions and stand by it”. Such was the hypocrisy and how do you think employees working in such companies would ever respect their core values leave aside travel value along them?

One of my Mentor used to say, “to breathe the core values of the companies” and believe me we all used to do the same. The values became an integral part of our daily work that we hardly could get rid of them even after leaving that organisation. 

It is not just by designing the Mugs or diaries with the core values but also taking ownership of each decision or action taken keeping in mind the core value of the organisation. No matter how thorny the path may look initially but once foundation is laid by believing in them, they can bring back success and more success, and that’s how he started getting it done, by collaborative leadership and preparing the leadership team by walking the talk.

If we have to make the values successful then we have to take some real time actions, such as:

Define: what one word or a statement means for company needs to be defined, and let each person owns the definition by virtue of its implementation.

Be true: Yes, to have a set of intelligent core values the company has to be true to itself  or even if it is an “Aspiration Value” they can actually imbibe them in their culture by making it clear to the employees the difference between the two, so that their trust can be held and they also believe in the similar authentic set of values.

Just avoid situations where senior management says something else and the core values goes a separate way; All have to be persistent for their values.

Own it: Serious trouble starts in companies when the senior management or leaders of the companies do not own these set of core values. They pass it on as the work of employee relation or HR department, which is not true. HR can only help in proper communication, awareness, and ideas for implementation etc but the ownership of such things remains with the leadership Team/Core team only. 

They cannot pass the buck by saying that HR is responsible for maintenance and adherence to the core values. No, it’s completely unrealistic and so the authenticity of such values is just not on HR alone. In such cases its better not to have any core values for the companies than to have the wrong ones.

Breathe them: live them, read them, believe in them and as one of my Mentor used to say breathe them, which is what makes them successful. Do not compromise on the core values no matter what. Lead by example, if as a leader you own them and start showing each one of them in all the areas of work, your team members will surely do the same. If you have a core value such as “PROFESSIONALISM” make sure you show such an outlook in everything you do, no conciliation allowed which may mean decent attire, no gossips, no nonsense.

Measurement: Include it as a measurement tool: Though it may look very subjective to some, but categorizing Values as one of the parameters of performance assessment will surely make it.

If “INNOVATION” is your Core value adapt it everywhere, give incentives for any new innovation or creativity, and distribute rewards in order to build the trust of your people in these values. Do not cheat or deceive in the name of Values. If creating a learning culture is a belief, then open all doors for mentoring and coaching.

So go ahead, find out your core values and let your company be the proud owner of some Intelligent Core values.

more at http://www.citeman.com/14433-are-core-values-really-valued-in-companies.html#ixzz2kpAlqIFR

Reference/Background – A Reality Check

A phone call comes and you are asked about an ex-employee who worked in the company; what would you do? In most cases we would talk positively about that person and use flowery and decorative language so that the next employer gets impressed and/or in reality would be eager to just get rid of the person ASAP and so the best way would be to talk very nicely.

On the other side, a similar phone call and the Manager responds negatively about the employee, he would say all that he could think of saying just to spoil his/her image and restrict the chances of that employee to be employed anywhere else. It is not necessary that an ex employee is always really bad; it could very well be the employer’s version of maligning him/her just to take revenge or show dislike.

How Hypocritical? Isn’t it? It’s a really debatable topic! Isn’t this a common situation in many organizations? I’m sure many of us must have behaved in one of the two manners while giving references, unless of course, if the employee is worthy of these kinds of feedback-positive or negative. It gets confusing many a times as to what to say and what not to say about an employee…

Miscellaneous examples tell different tales about reference check and their failure in various organizations,to quote one such example;

A Recruitment Manager hired a female employee in the HR department, the girl looked suitable for the specific role and after clearing all the rounds smoothly she joined as a Recruitment Executive. One error that was made was that there was no reference-check done, and few months down the line everyone could see behavioral problems coming up, sometimes to an extent that she would go in to depression for days and just refuse to open up to anyone. She would complain about her work environment, colleagues and even her Manager and surprisingly all of them were baseless complaints.

After 3 months we got to know that she even tried to commit suicide when she was in her previous organization. An error turned in to a blunder, which implies that due importance should be given to reference-check in every organization.

There are many myths attached to reference-checks that if we give negative remarks about employees their future will be in jeopardy, but think this way if you do not give the right feedback there are chances that you as an employer may not get the same and so, all this practice of reference-check loses its lustre. Why not use our own prudence and rationale prior to providing feed backs about the employees?

In fact, some employees do not hesitate to file defamation lawsuits even if they are just angry over missing out on a job and such inherent perils have effectively tied their hands and make them (employer) shy away from honest, insightful and detailed answers.

The Prevention:

• A reference check is not the time to give vent to your malice or get your own back against the former employee. Let’s be professional and not take revenge of any kind.
• One should stick to a factual, unbiased and accurate evaluation limited to the work-related aspects of the employee’s behavior.
• Never offer judgmental opinions, voice-subjective ideas or misleading/incomplete information.
• If required, hold the phone call, take out the file and then tell them about the ex- employee through it.
• If asked, try and disclose both negative and positive aspects of the ex-employee, and unless asked for do not speak about any other information on your own.
• If at all there is something that your employer needs to know, present your side of the story during the interview itself, especially in case an ex employer has not relieved you happily.
• In case of any serious offence, do let them know about it, but if the matter is sub-judice then seek out legal help before giving reference.

Each one of us have our own strengths and liabilities, and sometimes how differently people perceive them obstructs our path, so be very vigilant while providing feedback! And who knows you might also require some references in future….so think twice and be wise!

As it’s a complex, debatable topic I would invite insights from fellow HR professionals about the same, be it stories, examples, cases…which can be of use to all. So wear your thinking cap and put your thoughts in here…….;)

more at http://www.citeman.com/15415-references-%e2%80%93-a-reality-check.html#ixzz2c7tEz3dr

Performers are all rounder

Being good at one thing doesn't qualify us for HIPO, it’s a gradual process of being good at multiple things that matters for any organization.  The options of just being great at one’s area of work or getting expertise in that area and still be known as the performer are less.

Think about it, after years of experience in particular field we get knack of the things, but will it work if Integrity is missing…or we won’t respect our peers, subordinates…Yes that’s the point!! And how will we know how to find out the HIPOs , this is where HR can help.

Designing effective policies, creating efficient redressal systems, beginning with the steps for forming a culture, Setting values, Change agent..Give this any name or cal it any HRD, HRM or Human capital department, but facts remain its more to do with managing humans as rhythms. Every key making a different sound, yet have to perform similar function - Composition of great Music!

Evaluate a performer on the basis of what they are doing for organization over all, not just for one function/department…You would say how naive, we know all this..but where are we showing it in our Performance Management system? Are we? We conclude with appraisal letters being sent out…but what happened to the gaps that came out..Training calendar created? If someone lacks in discipline but shows results in say sales figures – did we make it a point to justify his/her ratings on these parameters where he/she lags behind…

Will leave you all thinking here…with an interesting example of what happened with Phaneesh Murthy during his Infosys days, a bright, apple of the eye, performer (in his own areas) got the company to shell out Huge amount for a scandal.. Is that a definition of HIPO? IGate gave another opportunity, but then again history repeated itself with him…and the end result, well you all know what happened there.

Living by values of organization/institution, Integrity, respect, implementation of policies and code of conduct may sound very Subjective – but are the true value generator! 

Practice it to believe it! Or keep calling your “Functional Heroes” as performers…