Dana E. Jarvis, MPA, MSW Adjunct Professor, Duquesne University

10 Keys to Values Integration

• 18+ Years of Leadership/Management Experience • Author of 7 Essentials for Managing Virtual Teams

(University Readers, 2010) • Adjunct Professor, Duquesne University, University of

Pittsburgh and Stephens College • Instructor for Graduate Courses in Leadership, Ethics,

Management, Diversity, Change and Strategy • Former Human Resource Director for $230M Company • Values Integration Project Finalist in Pittsburgh Human

Resource Association’s 2008 People Do Matter Awards • Architect of Corporate Universities, Leadership Programs,

Performance Management Systems and Employee Engagement Initiatives

• International Speaker at Major Industry Conferences • Contributing Writer for Workforce Management’s Dear

Workforce • Master of Public Administration, Master of Social Work • Graduate of Leadership Pittsburgh XIX • United States Marine Corps Veteran and Navy

Achievement Medal Honoree

Meet Dana E. Jarvis, MPA, MSW

• Foundation of values to drive decision-making

• Integrated comprehensive approach to bring values to life

• Market differentiator by having values aligned with

business enterprise

• Accelerated employee engagement, grounded by core

values

• Enhanced understanding of the most meaningful aspects

of the organizational culture, mission and business

enterprise

• Increased retention of high quality employees and leaders

• Systems focused on bringing values to life, which play a

key role in behaviors focused on operations, sales and

customer service

Benefits of a Values-Based Company

A Values-Based Company Drives Results

Core Value Organizational

Integration

Values Positively Impact Decisions

and Behaviors

Strong Results in Reputation,

Customer Loyalty and Employee Engagement

“In the 21st Century, values will define, drive and deliver

organizational competitive advantage.” – D. Jarvis

The Importance of Values and Ethics

The Values of Corporate Values, A Booz Allen Hamilton/Aspen Institute Study – 30 countries,

365 companies, CEOs or Board Members (2005)

KEY FINDINGS

Ethical behavior is a core component of company activities.

Most companies believe values influence two important

strategic areas — relationships and reputation — but do not

see the direct link to growth.

Most companies are not measuring their “Return on Values”

(ROV).”

Top performers consciously connect values and operations.

Values practices vary significantly by region.

The CEO’s tone really matters.

Source: http://www.strategy-business.com/media/file/sb39_05206.pdf

It Can Pay to be Ethical

Source: http://ethisphere.com/wme2010/

Defining the Use of Codes of Ethics

• Codes a formalization of corporate values or practices designed to guide the behavior of businesses.

• Codes as an aspirational strategy geared towards demonstrating how corporations should behave.

• Primary objective of codes is to serve the public health and in so doing, generate profits.

• Codes as an opportunity to enhance and promote positive corporate reputation

• Codes helpful in terms of garnering a positive relationship with government entities

• Codes can also be used as part of an internal control system, product differentiation in the marketplace, reduced insurance premiums, improvement in customer relations and maintenance of standards.

Source: The Adoption of Voluntary Codes of Conduct in MNCs: A Three Country Comparative Study

Values Integration Project – Auberle Case Study, PHRA 2008 People Do Matter Finalist

Source:

http://www.pittsburghhra.org/pdm_auberle.php

10 Keys to Values Integration Driving Questions

1. CEO Support and Leadership How does leadership drive the values?

2. Performance Management System Where do values impact performance management?

3. Learning and Development What aspects of training align with the values?

4. Internal Communication How can internal communication maximize values?

5. Reward and Recognition How can values support reward and recognition?

6. Recruitment and Retention Where can values be seen in recruitment and retention?

7. Mentoring and Coaching What steps can coaches take to drive the values?

8. Business Alignment How are the values aligned with the business enterprise?

9. Policies and Procedures What role do values play within policies and procedures?

10.Public Affairs Management Which values play a direct role in public affairs?

10 Keys to Values Integration

Practices

Values Should be Developed and Nurtured Through the CEO and Leaders

It is Important for the CEO to Publically Talk About the Values Often

Role Modeling the Values is Critical for the CEO and Leaders

CEOs Need to Make the Values an Ongoing Executive Agenda Item

CEO Must be Diligent to Discover Values Success Stories throughout Company

Senior Leaders Should Form Dynamic Think Tanks Focused on Growing Values

CEOs Need to Link Values to Business, Marketing and Strategic Planning

1. CEO Support and Leadership

10 Keys to Values Integration

Practices

Values Need to be Integrated within Performance Management System

Employees Should Have Goals that are in Alignment with the Values

Companies can Benefit by Having a Detailed Assessment of Values

Developing a Values-Based Leadership Model can Drive Performance

Leverage Values-Based Behaviors and ROV Via Values Scorecards

Initiate a Values Taskforce to Consistently Focus and Evaluate Values

Quarterly, Leaders Benefit from a Comprehensive Assessment of Values

2. Performance Management System

10 Keys to Values Integration

Practices

Training Should Emphasize the Link Between Values and Learning Objectives

Behaviors Reflective of the Values Must be Demonstrated by Employees

Values Can Be Learning Objectives for Every Course and Assignment

Every Employee Should be Able to Demonstrate Values Link to New Skills

Leadership Circles Provide Learning Opportunities for Values

Every Time a Best Practice is Created, it Must be Aligned with Values

Values Lunch and Learns Generate Momentum for Values-Based Culture

3. Learning and Development

10 Keys to Values Integration

Practices

Employees Should Seek Out Values Success Stories to Share with Others

Daily Memos on the Values Can Build Momentum for Achievement

Company Newsletters with a Section Focused on Values

Online Intranet Provides a Great Platform for Engaging the Values

A Values Hotline Can Be Helpful Toward Answering Values Questions

Quarterly Values Updates from the CEO to All Employees

Values Champions to Ensure Values are Communicated to Team Level

4. Internal Communication

10 Keys to Values Integration

Practices

Blend Values into the Reward and Recognition Program

Publically Recognize Employees for Demonstrating the Values

Tangible Incentives Should be Given to the Company’s Values Champions

Coaches and Mentors Need to be Trained on Providing Recognition for Values

Create Values-Based Awards for Employees to be Recognized

Migrate Values within Key Results Areas or Goals to Reward Positive Action

Customize Rewards and Recognition for the Individual Person

5. Reward and Recognition

10 Keys to Values Integration

Practices

Hire People Who Share the Same Values as the Company

Assess Values-Based Behaviors During the Interview Process

Brand the Employee Experience of Working in a Values-Focused Culture

Consistently Discover Ways to Engage Employees in the Core Values

Ensure Every Leadership Initiative has a Strong Link to the Values

Create a Clear Line of Sight for Employees to Know their Role with Values

Accelerate Values Application via Employee Driven Initiatives

6. Recruitment and Retention

10 Keys to Values Integration

Practices

Make the Values Apart of the Mentoring and Coaching (M&C) Conversations

M&C Should Receive Training on How to Provide Values-Based Feedback

M&C Can be on the Ground Level of Developing Organizational Core Values

Steps Should be Taken by M&C to Assess Leaders on Values Application

M&C Need to Motivate Leaders to Proactively Apply Values-Based Skills

Create the M&C Leadership Circles to Engage Employees in Values Thinking

Reach Out to Company Alumni for Additional M&C External Opportunities

7. Mentoring and Coaching

10 Keys to Values Integration

Practices

Ensure the Values Become an Integral Part of the Business Enterprise

Maximize Values in Developing the Company’s Service Offering

Utilize Values in Next Generation Product Creation

Discover Opportunities in the Marketplace for Values Applications

Create Values Innovation Labs Focused on New Products and Services

Ask Customers About How the Core Values Relate to Their Business

Develop a Values Newsletter to Inspire Current and Potential Customers

8. Business Alignment

10 Keys to Values Integration

Practices

Ensure Policies and Procedures (P&P) Support the Core Values

Conduct an Audit of P&P to Determine Fit with Values

Develop Cross-Functional Teams to Periodically Evaluate P&P

Spotlight a P&P Quarterly to Educate Employees about Link with Values

For Every P&P, Explicitly Indicate How It Relates to the Core Values

Create Overall Values Statements that Can Guide P&P

Generate Simple One Page P&P with Values to Increase Employee Interest

9. Policies and Procedures

10 Keys to Values Integration

Practices

Publicize Values Success Stories to External Key Stakeholders

Create Strategic Partnerships with Suppliers & Customers that Share Values

Align Values-Based Behaviors with Corporate Social Responsibility Programs

Public Affairs Department Needs to be Very Clear on Impact of Values

Public Affairs Department can Assist with Internal Values Marketing

Link Core Values with the Davenport Corporate Citizenship Model

Inventory and Categorize Values Stories for Publication and Discussion

10. Public Affairs Management

10 Keys to Values Integration

Values Tools & Resources

TOP 10 ORGANIZATIONL VALUES QUESTIONS

1. Does your company have an actionable values strategy?

2. How effective have the values been towards the bottom line?

3. To what extent do your employees embrace values?

4. What systems do you have in place to maximize values?

5. What do you see as the benefits of a values-based workforce?

6. What barriers stand in your organization’s way of having values?

7. In what ways has values been a strength or weakness?

8. How does your organization bring the values to life?

9. What tools or resources are you missing to engage values?

10. In a perfect organizational world, what would values look like?

Source: http://mutual-funds.us/magazines/fortune/mostadmired/2008/

TOP 10 MOST ADMIRED COMPANIES FOR 2008

1. Apple • Corporate Citizenship

• Focus on Triple Bottom Line

• Volunteer Programs

• Innovative Products and Services

• Cultures Focused on Values

• Successful Business Returns

• “Do No Evil” Motto

• Green Investments

• Engaged Employees

• Strong Brand Loyalty

• Integrate Solar Energy

• Strategic Focus and

2. Berkshire Hathaway

3. GE

4. Google

5. Toyota

6. Starbucks

7. FedEx

8. Procter & Gamble

9. Johnson & Johnson

10. Goldman Sachs

Source: Adapted from the U.S. Department of Commerce and Vice President Al Gore’s National Partnership for Reinventing

Government Benchmarking. Best Practices in Achieving Workforce Diversity.

VALUES SCORECARD Max Actual

1. What are the organization’s top (3) values goals and objectives? 5

2. What processes are currently in place to achieve top (3) values goals and objectives? 10

3. Does the organization have a values strategy? 5

4. Does the organization have a budget to support its values strategy? 5

5. Does the organization address dimensions of values in its strategy? 5

6. Does the organization measure its value’s effectiveness? 10

7. Does the organization have process(es) in place to support its values strategy? 5

8. Who has the lead responsibility for managing values within the organization? 5

9. What is the total number of staff dedicated to values in the organization? 5

10. Does the organization have a formal succession planning process? 5

11. What does senior leadership currently do to demonstrate its commitment to values? 5

12. What identifies how senior leadership is held accountable for values implementation? 10

13. What employee groups consistently display values in the majority of their work? 5

14. Do senior leaders involve employee groups in values initiatives? 10

15. What identifies how employees are held accountable for values? 5

16. Has the use of the above measures contributed to the organization’s values success? 5

TOTAL 100

Contact Information Areas of Expertise

Dana E. Jarvis, MPA, MSW

Adjunct Professor of Leadership and Management

Duquesne University

412.855.5369 Cell

"danajarvis" - Skype

djarv4@gmail.com

www.linkedin.com/in/danajarvis

Author of 7 Essentials for Managing Virtual Teams

http://www.amazon.com/7-Essentials-Managing-

Virtual-

Teams/dp/1935551906/ref=sr_1_1?s=books&ie=U

TF8&qid=1355758242&sr=1-1

• Veterans Engagement

• Learning and Development

• Organizational Effectiveness

• Diversity Engagement

• Strategic Planning and Implementation

• Blended Learning Models

• Project Management

• High Performance Innovation

• Virtual Team Engagement

• Talent Management