Hi
I have to prepare for a talk on the following topics:
How do i go about or start the introduction to HR values to the employees during Induction?
I thgt I wd start off with explaining the definition and importance of values then take them to Orgn/ HR/ Human values.
Kindly suggest on the same..with the contents that i wd have to address
Awaitig your replies....
From India, Hyderabad
I have to prepare for a talk on the following topics:
How do i go about or start the introduction to HR values to the employees during Induction?
I thgt I wd start off with explaining the definition and importance of values then take them to Orgn/ HR/ Human values.
Kindly suggest on the same..with the contents that i wd have to address
Awaitig your replies....
From India, Hyderabad
GOWRIPRASAD
I have outlined your subject at four levels.
1.basic ''values''.
2.organization values.
3.corporate values
4. HR VALUES
=================================
WHAT ARE VALUES
VALUES --CAN THEY BE MEASURED
VALUES are beliefs in what is best or good for the organization
and what should or ought to happen. The value set is engineered
from the top and driven through the organization / shared by all.
The stronger the values, the more they will influence behavior
Implicit values are that are deeply embedded in the culture of the
organization and often reinforced by management behavior can be
highly influential.
Explicit values that are idealistic and not reinforced by management
behavior may have little or no effect.
IT IS "VALUES IN USE" values that drive desirable behavior, that
are relevant / important.
Some of the areas in which "VALUES IN USE" can be expressed,
implicitly or explicitly are
-PERFORMANCE
-COMPETENCE
-COMPETITIVENESS
-INNOVATION
-QUALITY
-CUSTOMER SERVICE
-TEAMWORK
-PEOPLE SATISFACTION
These can be evaluated / measured.
"VALUES IN VALUE" are translated into the REAL ORGANIZATION
through behavioral norms , feelings, language etc.
SO VALUES THEMSELVES CANNOT BE MEASURED BUT ONLY
THROUGH OUTCOMES/ RESULTS AS SHOWN ABOVE.
====================================
WHAT ARE
ORGANIZATIONAL VALUES
[WHEN YOU DO THIS SEGMENT--KEEP YOUR ORGANIZATION'S VALUES
TO SHOW YOUR PARTICIPANTS WHAT THEY ARE]
CORE ISSUES
-managing the task.
SUBISSUES ARISING FROM CORE ISSUES
1.EFFECTIVENESS >>>>VALUE=doing the right thing.
2.EFFICIENCY>>>>>>>>>VALUE=doing things right.
3.ECONOMY>>>>>>>>>>>VALUE=no free lunches
================================================== =
CORE ISSUES
-managing the environment
SUBISSUES ARISING FROM CORE ISSUES
1.OPPORTUNISM>>>>>>>>>>VALUE=who dares wins.
2.COMPETITIVENESS>>>>>>VALUE=only the fittest survive.
3.DEFENSE>>>>>>>>>>>>>>VALUE=know thine enemy.
================================================== =
CORE ISSUES
-managing relationships
SUBISSUES ARISING FROM CORE ISSUES
1.LAW AND ORDER>>>>>>>>VALUE=justice must prevail.
2.TEAMWORK>>>>>>>>>>>>>VALUE=pull together.
3.FAIRNESS>>>>>>>>>>>>>>VALUE=who dares wins.
==================================================
CORE ISSUES
-managing management
SUBISSUES ARISING FROM CORE ISSUES
1.POWER>>>>>>>>>>>>>>>VALUE=managers must manage.
2.ELITISM>>>>>>>>>>>>>>>VALUE=cream belongs at the top.
3.REWARD>>>>>>>>>>>>>>VALUE=performance is king.
================================================== ==
OUR VALUES , WHETHER WE ARE AWARE OF IT OR NOT,
DETERMINE OUR DAILY BEHAVIOR. THIS IS ESPECIALLY
TRUE FOR THOSE IN POSITIONS OF POWER WHO MUST
HAVE BOTH CLEAR AND PRODUCTIVE VALUES. A
MANAGEMENT IS WEAK AND UNFOCUSED WITHOUT
A COHERENT VALUE SYSTEM. POWER MUST BE
USED WITH WISDOM AND SUBTLETY---DOMINATION
WILL ALWAYS BE RESISTED.
===============================================
WHAT ARE
CORPORATION VALUES
[WHEN YOU DO THIS SEGMENT--KEEP YOUR CORPORATION'S VALUES
TO SHOW YOUR PARTICIPANTS WHAT THEY ARE]
THESE ARE NORMALLY DEVELOPED BY THE BOARD.
CORPORATION HAVE A SET OF VALUES
-to instill within its basic policy structure and patterns of behavior a corporate culture, a corporate conscience that can prevail.
-with the following values: the dignity of the individual, openness to people and ideas, optimum standards of service, entrepreneurship, synergism, leadership through competence, and behavior based on values.
Nine Desirable Attributes of Corporate Value Systems
There are nine desirable attributes of corporate value systems. These attributes are to be measured by the attitudes of management and employees in the organizations.
The attributes we defined as follows together with typical statements that express the existence of each attribute.
1.Honesty
The degree to which each employee has total confidence in the integrity, ability, and good character of other employees and the organization - regardless of their role
"I trust the people I work with." "I find it easy to be open and honest with staff from other departments."
---------------------------------------------------------------------------------------
2.Alignment
The degree to which the interests and actions of every employee support the clearly stated and communicated key goals of the organization
"We have clear aims & objectives which everyone understands." "We build consensus around key objectives." "We recognize and reward loyalty."
----------------------------------------------------------------------------------------
3.Freedom
The degree to which self-initiated and unofficial activities are tolerated and approved of throughout the organization
"I am allowed to do my own thing." "We encourage people to take initiatives." "We recognize the individual."
-----------------------------------------------------------------------------------------
4.Stimuli
The degree to which it is understood that unrelated knowledge is desirable in the pursuit of improving products, services, and operations
"I am encouraged to search externally for new information." "I obtain data from many different sources." "We listen to suggestions from suppliers." "We use consultants in focused roles."
--------------------------------------------------------------------------------------------
5.Risk
The degree to which the organization, employees, and managers take risk
"I am encouraged to experiment." "We take calculated risks." "We encourage trial and error."
--------------------------------------------------------------------------------------------------
6.Empowerment
The degree to which each employee feels empowered by managers and the organization
"As a manager, I am expected to delegate." "We have a 'no-blame' culture." "We allow staff to make decisions."
-----------------------------------------------------------------------------------------------------
7.Teams
The degree to which team performance is emphasized over individual performance
"We promote teamwork and make it the center of everything we do." "There are usually people from other departments in my team." "We have both creative problem solvers and 'out-of-the-box' thinkers in our teams."
----------------------------------------------------------------------------------------------------
8.Communication
The degree to which there is both planned and random interaction between functions and divisions at all levels within an organization
"We clearly explain what our objectives are." "I am kept in the picture on how we are performing." "We have excellent formal channels of communication." "We manage best practice knowledge transfer between departments." "We actively manage our intellectual assets."
-------------------------------------------------------------------------------------------------------
9.SUPPORT
The degree to which team performance is emphasized over TEAMWORK and
supporting each other to achieve the common goal/ objectives.
================================================== =========
A value system refers to how an individual or a group of individuals organize their ethical or ideological values. A well-defined value system is a moral code.
================================================== ===
Corporate value systems
Corporate value systems that consists of three value TYPES.
These are considered complementary and juxtaposed on the same level if illustrated graphically on for instance an organization’s web page.
-The first value TYPE is Core Values, which prescribe the attitude and character of an organization, and are often found in sections on Code of conduct on its web page. The philosophical antecedents of these values are Virtue ethics.
The second TYPE is Protected Values are protected through rules, standards and certifications. They are often concerned with areas such as health, environment and safety.
-The third TYPE - Created Values, is the values that stakeholders, including the shareholders expect in return for their contributions to the firm. These values are subject to trade-off by decision-makers or bargaining processes.
================================================== ========
CREATORS OF CORPORATE VALUES
CORPORATE VALUES is shaped by a handful of people who are guardians of the vision and the shapers of the corporate conscience. It is especially the role of the chief executive to define the character of the business and to establish the corporate VALUES SYSTEM / CULTURE .
A corporation can instill within its basic policy structure and patterns of behavior a corporate culture, a corporate value system that can prevail.
Categories
Values may be grouped into categories, but each are up to debate:
Healthy values and habits - Sensual and Operational Values -- Sensual values are are individual values and are functional or dysfunctional to an individual's emotional survival. They are sensitive or insensitive depending upon an individual's emotional maturity. Operational values are indiviudal values and are functional or dysfunctional to an individual's physical survival. They are active or inactive depending upon an individual's physical development. Healthy values and habits are acquired through personal satisfaction, practice and personal experience.
Moral values and norms - Social and Religious/Traditional Values -- Social values are family/group values and are functional or dysfunctional to the survival of the family/group. They are nurturing or agressive depending upon the family/group's social maturity. Religious/Traditional values are are interpersonal values and are functional or dysfunctional to impersonal survival outside the family/group. They are tolerant or intolerant depending upon the religion's/tradtion's maturity. Moral values are acquired through encouragement, instruction and interpersonal experience.
Ethical values and behavior - Economic and Political Values -- Economic values are national values and are functional or dysfunctional to the survival of the nation. They are productive or unproductive depending upon the nation's economic development. Political values are national values and are functional or dysfunctional to national surival. They are progressive or regressive depending upon a nation's political development. Ethical values are acquired through rewards, education and impersonal experience.
Historical values and conduct - Aesthetic and Theoretical Values -- Aesthetic values are human values that are functional or dysfunctional to human surival. They are are beautiful or ugly (meaningful or unmeaningful) depending upon human artistic development. Theoretical values are human values that are true or false(purposeful or irrelevant)to human survival depending upon human scientific development. Historical values are acquired through inspiration, cognition and creative experience.
================================================== ==
WHAT ARE
YOUR COMPANY'S HR VALUES
[WHEN YOU DO THIS SEGMENT--KEEP YOUR ORGANIZATION'S HR VALUES
TO SHOW YOUR PARTICIPANTS WHAT THEY ARE]
HR's Values
Integrity
Because we value integrity, we:
Keep confidences
Do what we say we will do
Do the right thing
Reveal our decision making process
Use consistent and objective standards
Responsiveness
Because we value responsiveness, we:
Respond to inquiries and requests in a timely manner
Use data and feedback to improve service delivery and program design
Collaboration
Because we value collaboration, we:
Work in partnership toward shared goals
Share information
Do our part by participating fully
Align mutual interests
Intellectual Rigor
Because we value intellectual rigor, we:
Think critically
Challenge assumptions
Identify the unknown
Diversity of Thought and Perspective
Because we value diversity of thought and perspective, we:
Challenge the status quo
Solicit and respectfully consider different perspectives
Include individuals with different backgrounds, ideas and viewpoints
Exceptional Quality
Because we value exceptional quality, we:
Strive for perfection
Deliver products and services that reflect the HR "brand"
Endeavor to exceed client and colleague expectations
Core HR Values and Principles
Core Human Resource Values
Co. highly values its staff, and will treat them with fairness, respect and dignity at all times.
Co. will provide outstanding education and services by recruiting and developing high-quality staff.
Co. staff are valued for their knowledge, skills, talents, service orientation, flexibility, commitment and the creativity they bring to the Organization
Fundamental HR Principles
Reflecting these core human resource values and recognizing budgetary realities, Co. affirms the following fundamental human resource principles that commit the organization to:
1. Encourage staff to take risks and be creative, generating fresh ideas and innovative practices that enhance the organization's
ability to compete with competitors.
Reward and recognize staff for taking risks and demonstrating creativity in support of Organization's objectives, as well as for securing successful outcomes. Taking risks may result in some failures; staff should communicate regularly with supervisors throughout a change process so that possible adverse outcomes can be identified and either anticipated or avoided. Supervisors should recognize that creative change, even when mentored and supported, may not result in complete success.
Adopt and maintain a set of tenure, promotion, and salary enhancement criteria that recognize and reward those staff who meet and exceed these expectations.
Encourage the reward payment who advance the organization's commitment to excellence at or above the levels paid by the organization with which we compete . The set of organization with which we compete may differ, depending on the situations.
Promote, in the markets where we recruit, the competitive payment of staff who support an efficient, high-quality organization.
Create pay-for-performance strategies that reward collaboration, team work, and superior results; develop career pathways and job transfer strategies that facilitate the career growth of high-performing staff; and institute other reward strategies that recognize and value work performance in support of the company's changing needs.
2. Develop and maintain policies and programs that support creative, flexible, high-performance staff.
Provide staff with the tools and educational opportunities required to develop the new skills that are needed in the organization and strive to retain those staff who have the needed skills, flexibility, ability to adapt to changes and demonstrated work performance.
Provide supervisors/managers with the training necessary to enable them to manage staff effectively, especially during times of change.
Hold supervisors/managers accountable for giving staff honest and timely appraisals of work performance, developing improvement plans and, when necessary or desirable, supporting the transition of staff to other jobs either inside the or outside .
Develop or refine time-away-from-work policies that reflect the value that the company places on having a competitive, highly motivated, flexible staff.
Develop a total compensation strategy that gives staff increased choice and provides education and assistance to them as they make their compensation decisions.
3. Develop and maintain an environment that promotes a cohesive, inclusive, and diverse organization, affirming the inherent worth of all individuals and underscoring the importance of teamwork, trust, and open communication.
Communicate regularly and openly with staff about changes in the organization, our challenges and our priorities, and the progress toward achieving our objectives.
Encourage team-based approaches to accomplishing our work.
Hold supervisors/ managers accountable for maintaining a safe and healthy workplace.
Respect and support the importance of balancing work and family responsibilities.
Company Expectations of Staff
In addition to the expectations the organization holds for itself as an employer, we look to our staff to:
1. Create a positive living and learning environment for company staff.
2. Support the company 's priorities and act as responsible citizens of the company.
3. Ask questions and learn about issues that will affect them.
4. Exercise individual responsibility for benefit choices, career considerations, and professional behavior.
5. Accept new responsibilities and participate in activities aimed at making systems more efficient, and processes more streamlined, effective and valuable.
6. Take risks and think "outside the box" in order to keep the organization competitive with other world-class organization.
7. Participate in educational opportunities in order to keep skills current and in line with the organization needs.
8. Work collaboratively and effectively in teams across units, departments, to support the mission of the COMPAN
THESE ARE SOME OF THE CONCEPTS/IDEAS,
YOU SHOULD TAILOR IT TO SUIT YOUR
COMPANY NEEDS/REQUIREMENTS.
REGARDS
LEO LINGHAM
From India, Mumbai
260I have outlined your subject at four levels.
1.basic ''values''.
2.organization values.
3.corporate values
4. HR VALUES
=================================
WHAT ARE VALUES
VALUES --CAN THEY BE MEASURED
VALUES are beliefs in what is best or good for the organization
and what should or ought to happen. The value set is engineered
from the top and driven through the organization / shared by all.
The stronger the values, the more they will influence behavior
Implicit values are that are deeply embedded in the culture of the
organization and often reinforced by management behavior can be
highly influential.
Explicit values that are idealistic and not reinforced by management
behavior may have little or no effect.
IT IS "VALUES IN USE" values that drive desirable behavior, that
are relevant / important.
Some of the areas in which "VALUES IN USE" can be expressed,
implicitly or explicitly are
-PERFORMANCE
-COMPETENCE
-COMPETITIVENESS
-INNOVATION
-QUALITY
-CUSTOMER SERVICE
-TEAMWORK
-PEOPLE SATISFACTION
These can be evaluated / measured.
"VALUES IN VALUE" are translated into the REAL ORGANIZATION
through behavioral norms , feelings, language etc.
SO VALUES THEMSELVES CANNOT BE MEASURED BUT ONLY
THROUGH OUTCOMES/ RESULTS AS SHOWN ABOVE.
====================================
WHAT ARE
ORGANIZATIONAL VALUES
[WHEN YOU DO THIS SEGMENT--KEEP YOUR ORGANIZATION'S VALUES
TO SHOW YOUR PARTICIPANTS WHAT THEY ARE]
CORE ISSUES
-managing the task.
SUBISSUES ARISING FROM CORE ISSUES
1.EFFECTIVENESS >>>>VALUE=doing the right thing.
2.EFFICIENCY>>>>>>>>>VALUE=doing things right.
3.ECONOMY>>>>>>>>>>>VALUE=no free lunches
================================================== =
CORE ISSUES
-managing the environment
SUBISSUES ARISING FROM CORE ISSUES
1.OPPORTUNISM>>>>>>>>>>VALUE=who dares wins.
2.COMPETITIVENESS>>>>>>VALUE=only the fittest survive.
3.DEFENSE>>>>>>>>>>>>>>VALUE=know thine enemy.
================================================== =
CORE ISSUES
-managing relationships
SUBISSUES ARISING FROM CORE ISSUES
1.LAW AND ORDER>>>>>>>>VALUE=justice must prevail.
2.TEAMWORK>>>>>>>>>>>>>VALUE=pull together.
3.FAIRNESS>>>>>>>>>>>>>>VALUE=who dares wins.
==================================================
CORE ISSUES
-managing management
SUBISSUES ARISING FROM CORE ISSUES
1.POWER>>>>>>>>>>>>>>>VALUE=managers must manage.
2.ELITISM>>>>>>>>>>>>>>>VALUE=cream belongs at the top.
3.REWARD>>>>>>>>>>>>>>VALUE=performance is king.
================================================== ==
OUR VALUES , WHETHER WE ARE AWARE OF IT OR NOT,
DETERMINE OUR DAILY BEHAVIOR. THIS IS ESPECIALLY
TRUE FOR THOSE IN POSITIONS OF POWER WHO MUST
HAVE BOTH CLEAR AND PRODUCTIVE VALUES. A
MANAGEMENT IS WEAK AND UNFOCUSED WITHOUT
A COHERENT VALUE SYSTEM. POWER MUST BE
USED WITH WISDOM AND SUBTLETY---DOMINATION
WILL ALWAYS BE RESISTED.
===============================================
WHAT ARE
CORPORATION VALUES
[WHEN YOU DO THIS SEGMENT--KEEP YOUR CORPORATION'S VALUES
TO SHOW YOUR PARTICIPANTS WHAT THEY ARE]
THESE ARE NORMALLY DEVELOPED BY THE BOARD.
CORPORATION HAVE A SET OF VALUES
-to instill within its basic policy structure and patterns of behavior a corporate culture, a corporate conscience that can prevail.
-with the following values: the dignity of the individual, openness to people and ideas, optimum standards of service, entrepreneurship, synergism, leadership through competence, and behavior based on values.
Nine Desirable Attributes of Corporate Value Systems
There are nine desirable attributes of corporate value systems. These attributes are to be measured by the attitudes of management and employees in the organizations.
The attributes we defined as follows together with typical statements that express the existence of each attribute.
1.Honesty
The degree to which each employee has total confidence in the integrity, ability, and good character of other employees and the organization - regardless of their role
"I trust the people I work with." "I find it easy to be open and honest with staff from other departments."
---------------------------------------------------------------------------------------
2.Alignment
The degree to which the interests and actions of every employee support the clearly stated and communicated key goals of the organization
"We have clear aims & objectives which everyone understands." "We build consensus around key objectives." "We recognize and reward loyalty."
----------------------------------------------------------------------------------------
3.Freedom
The degree to which self-initiated and unofficial activities are tolerated and approved of throughout the organization
"I am allowed to do my own thing." "We encourage people to take initiatives." "We recognize the individual."
-----------------------------------------------------------------------------------------
4.Stimuli
The degree to which it is understood that unrelated knowledge is desirable in the pursuit of improving products, services, and operations
"I am encouraged to search externally for new information." "I obtain data from many different sources." "We listen to suggestions from suppliers." "We use consultants in focused roles."
--------------------------------------------------------------------------------------------
5.Risk
The degree to which the organization, employees, and managers take risk
"I am encouraged to experiment." "We take calculated risks." "We encourage trial and error."
--------------------------------------------------------------------------------------------------
6.Empowerment
The degree to which each employee feels empowered by managers and the organization
"As a manager, I am expected to delegate." "We have a 'no-blame' culture." "We allow staff to make decisions."
-----------------------------------------------------------------------------------------------------
7.Teams
The degree to which team performance is emphasized over individual performance
"We promote teamwork and make it the center of everything we do." "There are usually people from other departments in my team." "We have both creative problem solvers and 'out-of-the-box' thinkers in our teams."
----------------------------------------------------------------------------------------------------
8.Communication
The degree to which there is both planned and random interaction between functions and divisions at all levels within an organization
"We clearly explain what our objectives are." "I am kept in the picture on how we are performing." "We have excellent formal channels of communication." "We manage best practice knowledge transfer between departments." "We actively manage our intellectual assets."
-------------------------------------------------------------------------------------------------------
9.SUPPORT
The degree to which team performance is emphasized over TEAMWORK and
supporting each other to achieve the common goal/ objectives.
================================================== =========
A value system refers to how an individual or a group of individuals organize their ethical or ideological values. A well-defined value system is a moral code.
================================================== ===
Corporate value systems
Corporate value systems that consists of three value TYPES.
These are considered complementary and juxtaposed on the same level if illustrated graphically on for instance an organization’s web page.
-The first value TYPE is Core Values, which prescribe the attitude and character of an organization, and are often found in sections on Code of conduct on its web page. The philosophical antecedents of these values are Virtue ethics.
The second TYPE is Protected Values are protected through rules, standards and certifications. They are often concerned with areas such as health, environment and safety.
-The third TYPE - Created Values, is the values that stakeholders, including the shareholders expect in return for their contributions to the firm. These values are subject to trade-off by decision-makers or bargaining processes.
================================================== ========
CREATORS OF CORPORATE VALUES
CORPORATE VALUES is shaped by a handful of people who are guardians of the vision and the shapers of the corporate conscience. It is especially the role of the chief executive to define the character of the business and to establish the corporate VALUES SYSTEM / CULTURE .
A corporation can instill within its basic policy structure and patterns of behavior a corporate culture, a corporate value system that can prevail.
Categories
Values may be grouped into categories, but each are up to debate:
Healthy values and habits - Sensual and Operational Values -- Sensual values are are individual values and are functional or dysfunctional to an individual's emotional survival. They are sensitive or insensitive depending upon an individual's emotional maturity. Operational values are indiviudal values and are functional or dysfunctional to an individual's physical survival. They are active or inactive depending upon an individual's physical development. Healthy values and habits are acquired through personal satisfaction, practice and personal experience.
Moral values and norms - Social and Religious/Traditional Values -- Social values are family/group values and are functional or dysfunctional to the survival of the family/group. They are nurturing or agressive depending upon the family/group's social maturity. Religious/Traditional values are are interpersonal values and are functional or dysfunctional to impersonal survival outside the family/group. They are tolerant or intolerant depending upon the religion's/tradtion's maturity. Moral values are acquired through encouragement, instruction and interpersonal experience.
Ethical values and behavior - Economic and Political Values -- Economic values are national values and are functional or dysfunctional to the survival of the nation. They are productive or unproductive depending upon the nation's economic development. Political values are national values and are functional or dysfunctional to national surival. They are progressive or regressive depending upon a nation's political development. Ethical values are acquired through rewards, education and impersonal experience.
Historical values and conduct - Aesthetic and Theoretical Values -- Aesthetic values are human values that are functional or dysfunctional to human surival. They are are beautiful or ugly (meaningful or unmeaningful) depending upon human artistic development. Theoretical values are human values that are true or false(purposeful or irrelevant)to human survival depending upon human scientific development. Historical values are acquired through inspiration, cognition and creative experience.
================================================== ==
WHAT ARE
YOUR COMPANY'S HR VALUES
[WHEN YOU DO THIS SEGMENT--KEEP YOUR ORGANIZATION'S HR VALUES
TO SHOW YOUR PARTICIPANTS WHAT THEY ARE]
HR's Values
Integrity
Because we value integrity, we:
Keep confidences
Do what we say we will do
Do the right thing
Reveal our decision making process
Use consistent and objective standards
Responsiveness
Because we value responsiveness, we:
Respond to inquiries and requests in a timely manner
Use data and feedback to improve service delivery and program design
Collaboration
Because we value collaboration, we:
Work in partnership toward shared goals
Share information
Do our part by participating fully
Align mutual interests
Intellectual Rigor
Because we value intellectual rigor, we:
Think critically
Challenge assumptions
Identify the unknown
Diversity of Thought and Perspective
Because we value diversity of thought and perspective, we:
Challenge the status quo
Solicit and respectfully consider different perspectives
Include individuals with different backgrounds, ideas and viewpoints
Exceptional Quality
Because we value exceptional quality, we:
Strive for perfection
Deliver products and services that reflect the HR "brand"
Endeavor to exceed client and colleague expectations
Core HR Values and Principles
Core Human Resource Values
Co. highly values its staff, and will treat them with fairness, respect and dignity at all times.
Co. will provide outstanding education and services by recruiting and developing high-quality staff.
Co. staff are valued for their knowledge, skills, talents, service orientation, flexibility, commitment and the creativity they bring to the Organization
Fundamental HR Principles
Reflecting these core human resource values and recognizing budgetary realities, Co. affirms the following fundamental human resource principles that commit the organization to:
1. Encourage staff to take risks and be creative, generating fresh ideas and innovative practices that enhance the organization's
ability to compete with competitors.
Reward and recognize staff for taking risks and demonstrating creativity in support of Organization's objectives, as well as for securing successful outcomes. Taking risks may result in some failures; staff should communicate regularly with supervisors throughout a change process so that possible adverse outcomes can be identified and either anticipated or avoided. Supervisors should recognize that creative change, even when mentored and supported, may not result in complete success.
Adopt and maintain a set of tenure, promotion, and salary enhancement criteria that recognize and reward those staff who meet and exceed these expectations.
Encourage the reward payment who advance the organization's commitment to excellence at or above the levels paid by the organization with which we compete . The set of organization with which we compete may differ, depending on the situations.
Promote, in the markets where we recruit, the competitive payment of staff who support an efficient, high-quality organization.
Create pay-for-performance strategies that reward collaboration, team work, and superior results; develop career pathways and job transfer strategies that facilitate the career growth of high-performing staff; and institute other reward strategies that recognize and value work performance in support of the company's changing needs.
2. Develop and maintain policies and programs that support creative, flexible, high-performance staff.
Provide staff with the tools and educational opportunities required to develop the new skills that are needed in the organization and strive to retain those staff who have the needed skills, flexibility, ability to adapt to changes and demonstrated work performance.
Provide supervisors/managers with the training necessary to enable them to manage staff effectively, especially during times of change.
Hold supervisors/managers accountable for giving staff honest and timely appraisals of work performance, developing improvement plans and, when necessary or desirable, supporting the transition of staff to other jobs either inside the or outside .
Develop or refine time-away-from-work policies that reflect the value that the company places on having a competitive, highly motivated, flexible staff.
Develop a total compensation strategy that gives staff increased choice and provides education and assistance to them as they make their compensation decisions.
3. Develop and maintain an environment that promotes a cohesive, inclusive, and diverse organization, affirming the inherent worth of all individuals and underscoring the importance of teamwork, trust, and open communication.
Communicate regularly and openly with staff about changes in the organization, our challenges and our priorities, and the progress toward achieving our objectives.
Encourage team-based approaches to accomplishing our work.
Hold supervisors/ managers accountable for maintaining a safe and healthy workplace.
Respect and support the importance of balancing work and family responsibilities.
Company Expectations of Staff
In addition to the expectations the organization holds for itself as an employer, we look to our staff to:
1. Create a positive living and learning environment for company staff.
2. Support the company 's priorities and act as responsible citizens of the company.
3. Ask questions and learn about issues that will affect them.
4. Exercise individual responsibility for benefit choices, career considerations, and professional behavior.
5. Accept new responsibilities and participate in activities aimed at making systems more efficient, and processes more streamlined, effective and valuable.
6. Take risks and think "outside the box" in order to keep the organization competitive with other world-class organization.
7. Participate in educational opportunities in order to keep skills current and in line with the organization needs.
8. Work collaboratively and effectively in teams across units, departments, to support the mission of the COMPAN
THESE ARE SOME OF THE CONCEPTS/IDEAS,
YOU SHOULD TAILOR IT TO SUIT YOUR
COMPANY NEEDS/REQUIREMENTS.
REGARDS
LEO LINGHAM
From India, Mumbai
To Leo Lingham
Regarding your posting of "What are Values"including Core Values and Corporate Values, I really appreciate all the work you do did to compile that information together.
It was a very good read.
Again thank you
D. John Carson
From Canada, Burnaby
Regarding your posting of "What are Values"including Core Values and Corporate Values, I really appreciate all the work you do did to compile that information together.
It was a very good read.
Again thank you
D. John Carson
From Canada, Burnaby
Technically for effectiveness we need to follow the following seven steps for Adopting any values
A value must be chosen ( not just by accident )
A value must be chosen from alternatives
A value must be chosen after considering the consequences
A Value must be performed
A value must become a pattern of life
A value should be cherished
A value must be publicly affirmed
A value enhances the persons total growth
This exercsie is from a value workshop of a well know corpoation
V S Suidhaker
A value must be chosen ( not just by accident )
A value must be chosen from alternatives
A value must be chosen after considering the consequences
A Value must be performed
A value must become a pattern of life
A value should be cherished
A value must be publicly affirmed
A value enhances the persons total growth
This exercsie is from a value workshop of a well know corpoation
V S Suidhaker
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