Workplace excellence @ qub june 2012
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www.bitc.org.uk valu es
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Why values are crucial to the 2020 workplace
Transcript of Workplace excellence @ qub june 2012
www.bitc.org.uk
values
Welcome & Introduction
Tanya KennedyDirector, Business in the Community
www.bitcni.org.uk We stand for responsible business
‘to build a better society in Northern Ireland by creating a healthy, engaged and inclusive
workforce of world class calibre’
• wellbeing • diversity and inclusion• connectivity
www.bitcni.org.uk We stand for responsible business
values drive results
BELIEFS
BEHAVIOUR
ACTIONS
www.bitcni.org.uk We stand for responsible business
my values
company values
company values
my values
my values
Committed Lukewarm
Disengaged
shared values and performance
company values
www.bitcni.org.uk We stand for responsible business
www.bitcni.org.uk We stand for responsible business
keep it simple
passionate about foodpassionate about peoplepassionate about success
www.bitcni.org.uk We stand for responsible business
keep it simple
friendly energy
Organising principleOur business promise expressed in the simplest termsValuesThe code by which the business; lives, guides behaviour and actions and measures performanceThe Employee ExperienceIf employees experience these things we will achieve the customer reaction we aspire to.Employee ActionsInternal behaviours and actions which deliver the promise.Customer ReactionWhat we want our customers to think about us (perception)
www.bitcni.org.uk We stand for responsible business
Gallup - engagement
Northern Bank
Maria DonnellyProject Director
Values Matter
Maria Donnelly
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Agenda
• Background• Approach adopted• Measuring success
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Background
• Further integration into Danske culture• Agreed as part of HR strategy• Opportunity to link with Treating Customers
Fairly & Corporate Responsibility• Complements Business as Usual• Challenge to ensure everyone is engaged in
‘Living the Values’
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Core Values
• Integrity• Commitment• Accessibility• Expertise• Value Creation
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Process
• Initial communication to Executive Committee• Working Group established• Methodology agreed• Pilot initiated• Cascade upwards commenced
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Bottom-up approach
• Introduction of Core Values based on a ‘building approach
• Pre-positioning via formal internal comms and magazine • Build Core Values upwards to ensure maximum
effectiveness and engagement• Delegates volunteered to facilitate workshops within their
team and maybe with their Leadership Team• Objective is to have a set of meaningful behavioural
standards adopted by each business unit• Outputs to be shared ‘next line up’ with ExCo output
communicated back to all employees
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Leadership Team
Line Management
BusinessUnits
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Workshop
• What do Core Values mean to me?• What do Core Values mean within my
team?• What do Core Values mean to my
customers?
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“We had an opportunity to discuss team issues”
“Core Values now mean something other than just words”
“The team bonded better”
“We can decide as a team what’s important”
“This is something different”
Employee feedback
“A great development opportunity and a great sense of achievement”
“It’s great they have not been interpreted for us”
“We have been involved from the start”
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Benefits
• High level of employee engagement• Enhancement of personal development for
delegates selected• Promotes ownership and involvement of Core
Values at all levels• Creates consistent understanding of Treating
Customers Fairly across the Bank
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Measuring Progress
• Employee Opinion Survey• Customer Satisfaction Survey• Service Recovery – Type of Complaints• Image/Brand Survey
2612-04-2023
Thank you
AV Browne
Stephen MooreDirector of Creative Services
Table Discussion
Thank you
