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Presentation by Leo Hauska. HR conference in Riga, 23/04/2009
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VITAL VALUESLeo Hauska
23.04.2009
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Why are we talking about
values?
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VALUE & VALUES
Focusing on what matters, on valuable things, on values.
Value/s as t h e orientation during any transition.
Creating value through values.
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TODAY‘S AGENDA
(1) Issues
(2) Trends
(3) CEO‘s Positions
(4) Opportunities
(5) The Role of HR
(6) Threats
(7) Options to Start
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ISSUES WITH VALUES
It‘s a very personal issue!
We are not priests but
businessmen.
Ethical values cannot be managed.
We don‘t have any tool for measuring.
Nobody is in charge.
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ISSUES WITH VALUES
We have it since decades.
There are too many different
people.
There are always the same values.
It‘s written down.
We live it anyway.
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ISSUES WITH VALUES
Booz Allen Hamilton and the Aspen Institute, 2004:Global study of corporations; 30 countries, 365 companies:
Values Included in Corporate Values Statements:
Ethical behavior/integrity…….. 90%
Commitment to customers….. 88%
Commitment to employees….. 78%
Teamwork and trust………….. 76%
Commitment to shareholders.. 69%
Honesty/openness…………… 69%
Accountability………………… 68%
Differentiation
•Social responsibility………………… 65%•Innovativeness/entrepreneurship… 60%•Drive to succeed……………………. 50%•Environmental responsibility………. 46%•Initiative……………………………… 44%•Commitment to diversity…………… 41%•Adaptability………………………….. 31%
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ISSUES WITH VALUES
Example: Hauska & Partner
Instead of „customer orientation / customer satisfaction“:
CONTRIBUTION DEDICATION & PASSION
EXCELLENCE
RELIABILITY DIVERSITY
Provide the best consultancy,tangible/intangible benefits
Identification with clients, loyalty & energy
Highest standards, ongoing development, innovation
Responsibility & trust Appreciating differences
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ISSUES WITH VALUES
•The group's values are:
•Result-oriented - we want to achieve good results in everything we do
•Open - we are transparent and open in our communication
•Innovative - we are willing to learn new things and change
•Committed - we are jointly builiding a sustainable business
Example:
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VALUES MANAGEMENT TRENDS
Values Managementis one of the
biggest opportunitiesif we do it right.
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VALUES MANAGEMENT TRENDS
Booz Allen Hamilton and the Aspen Institute, 2004:Global study of corporations; 30 countries, 365 companies:
89% Written values statements
75% Significant pressure to demonstratestrong corporate values.
„More and more companies … are questioning … their ability to … reinforce values that benefit the firm … and the wider world …
… more firms are taking action to turn their corporation‘s values into a competitive asset.“
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VALUES MANAGEMENT TRENDS
Most companies believe values influence relationships and reputation but do not see the direct link to growth – however:
Top performers connect values and operations!
Practices to Reinforce Values:
85% Explicit CEO support
81% Corporate values statement
77% Performance appraisals
74% Internal communications
72% Training
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VALUES MANAGEMENT TRENDS
Values Management:Aligning Employee Values and Organization GoalsLaurie E. Paarlberg, San Francisco State UniversityJames L. Perry, Indiana University–Purdue University, Indianapolis
© 2007 Sage Publications
“Values management as a social processthat influences individual behavior
and organization performancethrough shared values systems.”
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VALUES MANAGEMENT TRENDS
Communicating “the values of the organization” is not enough.
Employees are motivated by societal & cultural values.
Success factors:
Employees respond to organization values within a “zone of existing values”.
Middle managers play key roles as “integrators”.
Aligning values requires routine interactions between employees, managers – and other stakeholders.
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VALUES MANAGEMENT TRENDS
INDIVIDUALVALUES
ORGANIZATIONALVALUES
SOCIETALVALUES
ECONOMICVALUES
VitalValues
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CEO‘s POSITIONS
“Corporate Values helped save Xerox during the worst crisis in our history.
Living our values has been of Xerox’s five performance objectives for the past several years.”
Anne Mulcahy
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CEO‘s POSITIONS
"The only thing that works is management by values.
Find people who are competent and really bright, but more importantly, people who care exactly about the same things you care about."
Steve Jobs
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CEO‘s POSITIONS
“Leading by values is … empowering. Rather than burden our people with excessive controls, we are trusting them to … act based on values … they themselves shaped.
… We have to innovate in ways that truly matter … by taking personal responsibility for all of our relationships - with clients, colleagues, partners, investors and the public at large.”
Samuel J. PalmisanoChairman, President and Chief Executive Officer
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CEO‘s POSITIONS
CEO Round Table 2008Multinational CompaniesRegional Headquarters:
Current Issues:
A broad variaty ofcost cutting programs
Pro-active strategies:
How can we link our company to the real needs of the society? How can we make our corporate culture inspiring for our key
people? How can we ensure sustainability?
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•„In our experience, corporate responsibility must be a driver of profitable growth.“
Roland BergerStrategy Consultants
•„Sustainable Development. Now is time for action, no further diagnosis.“
The Boston Consulting Group
OPPORTUNITIES
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OPPORTUNITIES
“Companies integrate social and environmental concerns in their business operations and in their interaction with their stakeholders.
It opens a way of managing change and of reconciling social development with improved competitiveness.”
EU Kommission, 2001: Green Paper
Corporate Social Responsibility
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OPPORTUNITIES
Spending money
Giving back to the society
Costs
Additional projects
Philanthropy
Sponsoring
Charity
Welfare
Earning money
Improving the competitiveness
Investment
Core business
Corporate Strategy
Innovation
Sustainability
Public-private-partnership
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OPPORTUNITIES
STAKEHOLDER
maximizeopportunities
minimizerisks
re-active
pro-active
VISIO
N
VALUES
CORPORATION
s o
c i
a l
e n
v i
r o
n m
e n
t a
l
e c
o n
o m
i c
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Organizations are embedded in the society and the entire environment ….
OPPORTUNITIES
ORGANIZATIONSORGANIZATIONS SOCIETYSOCIETY ENVIRONMENTENVIRONMENT
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.... and depend on these fundaments. Therefore, efforts should not be directed against it, but strengthen it.
OPPORTUNITIES
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The best way to do it: relationships with relevant people and organizations outside the company („external stakeholders“) ….
OPPORTUNITIES
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.... to identify the most important issues and to work on them together.
OPPORTUNITIES
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This enables win-win-situations, prevents crisis, but also opens new business opportunities.
OPPORTUNITIES
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The success factor: a new level of stakeholder relations that includes a dialogue on values and an openess for collaboration.
OPPORTUNITIES
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THE ROLE OF HR
CFO
CEO
HR PR
• Monitoring• Issues Management• Stakeholder Relations• Internal & external
Communications
enable co-operative relationships
• Personal Development• Appraisal System• Training• Recruitment
• Organizational Communications
empower & encourage peopleto shape and to live corporate values
• Controlling of Key Performance Indicators• Financial & Non Financial Reporting
ensure economic sustainability
VALUETHROUGHVALUES
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THREATS
From „customer satisfaction“ to „total customer satisfaction“ and „customer delight“
Sustainable is becoming one of the most used attributes
We have to use communication for defining values, sharing values, organizing and enabling all necessary interactions to live values – but as less as possible for promotional purposes.
Too much focus on communications
CSR MANAGEMENT
PUBLIC RELATIONS
“If CSR becomes all about PR and spin, then it won't be about changing the way
business behaves in the world.”PRWeek, 2004
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THREATS
Credibility
Annual Report 2008
Professional ethics govern our actions as a company.
A good corporate reputation is a company’s most valuable and competitive asset. It is directly linked to
uncompromising compliance with applicable laws, regulations and internal guidelines. Compliance is thus a central pillar of our management and corporate culture and, at the same time, an integral part of all business processes. Achieving outstanding performance and maintaining the highest level of ethical integrity is certainly not a contradiction. On the contrary: this mindset and approach have made Siemens strong. Our message is clear and straightforward:
Only clean business is Siemens business.
•With
CSR
CSR
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THREATS
Fear?
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4 OPTIONS TO START
Code of ConductDefining the corporate values
and link them to value
Stakeholder MapKnowing values & expectations
of your counterparts
Issues IndexPrioritizing the issues you have to deal with
Reporting SystemShaping the framework for your values management
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1 - VALUES MANAGEMENT
Identification and interpretation of the relevant values of your company
Tools: Research, presentations, workshop, WorldCafé, etc.
Result: Unique set of values, “DNA” of your company
Success factor: Top-down and bottom-up approach
Code of ConductDefining the corporate values
and link them to value
Code ofConduct
Code ofConduct
Samuel J. Palmisano:
“For 72 hours last summer, we invited all 319,000 IBMers around the world to engage
in an open "values jam" on our global intranet. IBMers by the tens of thousands
weighed in.”
Samuel J. Palmisano:
“For 72 hours last summer, we invited all 319,000 IBMers around the world to engage
in an open "values jam" on our global intranet. IBMers by the tens of thousands
weighed in.”
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2 - STAKEHOLDER MANAGEMENT
Identifying and analyzing relevant people / organizationsOverview about the people you should deal with Tools: Screening, Mapping, AnalyzingResults: Stakeholder Map, Stakeholder Manual, Guidance for Stakeholder RelationsSuccess factor: openess, neutral/external point of view
Stakeholder MapKnowing values & expectations
of your counterparts
StakeholderManual
StakeholderManual
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3 - ISSUES MANAGEMENT
Identifying and prioritizing of current trends and issues
Basis for scenario development and strategic recommendations
Tools: Screening, analyzing
Results: Overview about / ranking of all relevant issues
Success factor: methodology of analysis, time
Issues IndexPrioritizing the issues you have to deal with
ISSUESINDEX
ISSUESINDEX
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4 - CSR MANAGEMENT
CSRReport
CSRReport
Reporting SystemShaping the framework for your values management
Establishing reporting structures
Using existing standards (Global Reporting Initiative)
Managing Values in the broader context of responsibility & sustainability
Tools: According to reporting guidelines
Results: CSR Report
Success factor: Using standards
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Many valuable strategies are required….
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Hauska & Partner Latvia
Antonijas 20bRiga LV 1010
Tel: +371 6761 0010
www.hauska.com
Hauska & Partner Group
Kärntner Strasse 21-231010 Vienna, Austria
Tel: +43 1 513 1700
www.hauska.com