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Developing Organisational Values for North Kirklees CCG
The document summarizes the agenda for a team away day focused on developing organizational values. The agenda includes defining values, examining examples of values from other organizations, and discussing how to bring values to life within the team's culture. The team will also consider how to create a remarkable workplace and translate principles into working practices.
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Developing Organisational Values for North Kirklees CCG
- 1. Team Away Day Developingour values Blenheim House 26th March 2014
- 2. Our agenda Defining ourvalues • What are ‘Values’ and how they help define our culture • Examples of Organisational Values • Organisational hierarchy of needs: Vision, Mission, Strategy and Tactics. •North Kirklees CCG Values- Who we are • What do they look like in action?
- 3. Our agenda Values inaction • Creating a world class team culture • How to create a ‘remarkable place to work’ • Translating and transferring those principles into our way’s of working. Organisational survey A prize for the table that’s first to identify the person in the next picture
- 5. • ‘Your beliefsbecome your thoughts’ •‘Your thoughts become your words’ • ‘Your words become you actions’ •‘Your actions become your habits’ •‘Your habits become your values’ • ‘Your values become your destiny’
- 6. What do wemean by values?
- 7. What are values? Importantand lasting beliefs or ideals shared by the members of a culture about what is good or bad and desirable or undesirable
- 8. What are values? ‘Aprinciple, standard or quality considered inherently worthwhile or desirable.’
- 9. Why are ValuesImportant ? Values have a major influence on peoples behaviour and attitude Values serve as broad guidelines in all situations
- 10. Why are ValuesImportant? Your values serve are the things that you believe are important in the way you live and work They determine your priorities and, deep down, they’re probably the measures you use to tell if things are turning out the way you want them to
- 11. Why are ValuesImportant? Values are important and lasting beliefs or ideals shared by members of a culture about what is good or bad and desirable or undesirable Values have a major influence on a persons behaviour and attitude and serve as a guideline in all situations
- 12. What are ourvalues? Our values? Our vision?
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- 15. ‘We’ve learned…that the softstuff and the hard stuff are becoming increasingly intertwined. A company’s values- what it stands for, what its people believe in- are crucial to its competitive success. Indeed values drive the business’ Robert Haas Chairman CEO
- 16. Core Values –examples, who we are…
- 17. Core Values -examples, who we are…
- 18. Core Values -examples, who we are…
- 19. Core Values -examples, who we are…
- 20. ‘Values are thebedrock of any corporate culture. As the essence of a company’s philosophy for achieving success, values provide a sense of common direction for all employees and guidelines for their day-to-day behaviour.’ Julien Phillips Speaker
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- 25. Mission examples, weexist to…
- 26. Mission examples, weexist to…
- 27. Mission examples, weexist to…
- 28. Mission examples, weexist to…
- 29. Properties of agood mission statement
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- 34. Vision examples, wewant to…
- 35. Vision examples wewant to…
- 36. Properties of agood Vision Statement
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- 42. Questions for usto consider…
- 43. Questions for usto consider • What do we stand for? • How do we treat our customers? • What do we mean by ethical behaviour? • What core values are more important than profits? • How do we want to treat each other at work?
- 44. Questions for usto consider • What do we offer our employees for their work effort? • How do we want to be seen by the community? • What attitudes and behaviour in our employees do we want to reward? So shall we develop some answers to these questions?
- 46. Team Away Day Developingour values Blenheim House 26th March 2014
- 47. My personal values-page 4 Prioritise the list 1-150 !
- 48. Team Away Day Developingour values Blenheim House 26th March 2014
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- 50. Team Away Day Developingour values Blenheim House 26th March 2014
- 51. Our team values-page 5
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- 53. Our values 2key questions… • On a scale of 1-10 how good are we at practicing that value? • What behaviours do we need to eliminate to better realise that value?
- 54. Team Away Day Developingour values Blenheim House 26th March 2014
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- 57. ‘A set ofpositive attitudes and behaviours enabling high job performance of a kind which are in tune with the organisations mission’. Prof John Storey Routledge Companion to Strategic Human Resource Management
- 58. ‘A positive attitudeheld by the employee towards the organisation and its values. An engaged employee is aware of the business context, and works with colleagues to improve performance within the job for the benefit of the organisation’. Institute of Employment Studies
- 59. ‘A heightened emotional connectionthat an employee feels for their organisation that influences them to exert greater effort in their work’
- 60. On agenda for81% organisations globally Only 21% have a formal employee engagement programme COA solutions • 2/3rds doing something • Only 5% said ‘highly engaged • 41% admitted staff are demoralised!
- 61. Employee Engagement The BusinessCase • Determine potential impact on organisations performance and success • 30 consultation events, 300 online responses • 50 different definitions Strongest theme to emerge… ‘Engagement matters because people matter’
- 62. Employee Engagement The BusinessCase • Better financial performance • Higher levels of innovation • Lower absence levels • Increased staff retention • Fewer accidents • Employee wellbeing • More employees advocating their organisation Cost to UK Economy? £39-43 billion (Gallup)
- 63. Employee Engagement The NHSCase • NHS Commissioning Board has recognised the links between engagement and patient experience • Chief Exec Sir David Nicholson has argued that a fall in staff engagement can be a warning indicator on quality • Recent guidance recognises clear link between staff and patient experience • Research indicates where staff engagement scores high, scores are significantly higher for performance measured by CQC through it’s Annual Health Check Standards
- 64. Other studies havequantified the impact finding that: • Deliver 4 times more value to organisation (Mercer data) • Generate 43% more revenue (Hay Group) • Average 2.7 days sickness against 6.2 days (Gallup) • 87% less likely to leave (Corporate Leadership Council) • Out perform other companies by 47%-202% (Watson Wyatt)
- 65. Some questions toconsider • ‘I am inspired by my work’ • ‘I love what I’m doing’ • ‘I am really enthusiastic about what I do’ • ‘I’m really committed to the success of this business’ What % of your employees when asked would say…? What’s that telling us?
- 66. Factors which significantlylink to commitment in the workplace • Employees trust in management • Satisfaction in the work itself • Satisfaction in decision making • Quality of relationships between management and employee • Satisfaction with amount of pay received • Satisfaction with a sense of achievement Source: Workplace Employment Relations Survey
- 67. The Main Driversof Engagement • Involvement in decision making • Freedom to voice ideas to which managers listen • Having opportunities to develop in the job • Feeling that the organisation is concerned for your health and well-being Source:
- 68. The Main Driversof Engagement • Regular feedback and dialogue with my boss • Clear perceptions of the ethos and values of the organisation • Effective internal employee communication • Employee clarity of job expectations • PDG Management Training! Source:
- 73. Team Away Day Developingour values Blenheim House 26th March 2014