How do we build values-driven culture? How do we measure success?

Healthy, values-driven culture is not achieved by simply completing a list of tasks. Organizational culture is a reflection of all aspects of the organization. Everything matters and everything counts. And although it takes buy-in from all levels of the organization, the charge has to be led by you – the manager or the leader in your particular unit. It starts from the hiring process and follows through to every corner of operations.

Hiring & Orientation
The first step to building a values-driven organization is recruiting staff and volunteers who ‘fit’ our organizational values. The Salvation Army is fortunate to have a well-respected history and most people who seek employment or volunteer opportunities in our organization do so because of our mission and values. However it is important that everyone, whether management or line staff, senior leader or board member, be familiar with our core values and understand their importance in all aspects of our operation. This begins in the hiring process.

Ensure questions regarding understanding of and respect for our core values are included in interview questions for both employees and volunteers

Similarly, all orientation processes should include discussion and explanation of the mission and values. Studies show that if someone is exposed to a new idea six times in the first 30 days, 90% of them will retain it. Exposure to our
values in both hiring and orientation is critical.

Don’t forget your volunteers and corps leaders!

You can find downloadable copies of The Salvation Army’s mission and values here

Below are some sample interview questions:

  • Identify two values that are important to you personally and explain why they are important and what you do to model those values.
  • Tell me about a time when you saw excellence modelled in a past work experience.
  • What does co-operation mean to you?
  • Tell me about a time when you had to resolve a difference of opinion with a co-worker, customer or supervisor. Describe how you were able to deal respectfully with all parties involved.
  • Describe the way you handled a specific problem involving others with differing values, ideas and beliefs in your current or previous job.

Familiarity
Our core values need to be the mother tongue of our workplace language. They need to be touchstones for all people involved in our operation. Staff and volunteers need to understand what each of the values means in their particular context or work environment. They also need to know that behaving in accordance with the values is an expectation for which they will be held accountable. Similarly, they need to see and understand how the values are modeled by their supervisors and other departments or ministry units.

There are a variety of ways you can build familiarity.

  • Language: This is the easiest way to build an understanding of the values. Use our core values ‘words’ on a regular basis, connecting the action and behaviours expected at your ministry unit with the values.
  • Values, Beliefs, Behaviours exercise: This exercise connects values words with beliefs and behaviours.
  • Create a culture committee: This group can be charged with actively supporting a values-driven culture, building awareness and integration.
  • Designate values ambassadors or values captains: They can be your ‘go-to’ people on the floor for values support.
  • Start a values circle for weekly or monthly discussion on values.
  • Post the values in public places, both front and back of house. To download a print-ready PDF of the Mission and Values poster, click here (letter-size). Or click here (tabloid-size)

Performance Review
Discussion of the core values in the performance review allows you as a manager or supervisor to:

(a) understand whether there is ongoing alignment of the employee or volunteer with the core values;

(b) receive feedback on employee perception of values integration in the workplace; and

(c) determine whether there are other values emerging in the workplace that need to be fostered or counteracted.

This discussion can be facilitated in different ways.  The review can include specific questions or discussion points regarding the core values in the workplace (e.g. how the values are, or are not, being modeled in the workplace; identifying personal strengths or weaknesses in relation to the values).  If you have done any surveying of the values integration in your ministry unit, formally or informally, you will have some rich information as to which values are surfacing in your operation.  This data can provide a springboard for conversation or discussion points in the review process.

Measurement
Although values seem like a pretty difficult thing to measure, there are tools you can use to determine how well values are integrated into your ministry unit.

  • Ongoing feedback: Ask, regularly, if people are seeing the values lived in your operation. This should not be limited to staff – ask your clients, ask your suppliers, ask your board members.
  • Surveys: The Ethics Centre has a couple of survey options to consider — one that provides a snapshot of what values are seen in current operations and what values are seen as essential to high-functioning, and one that measures the integration and perceived relevance of the core values in a ministry unit.

Contact the Ethics Centre for more information on survey options.

Decision Making
The building of a values-driven workplace requires everyone to understand how our core values factor into decision-making. There are three aspects that need to be managed to make this happen:

  • providing employees/volunteers with a values driven decision-making filter;
  • ensuring that all management and executive/board level decisions are made using a values framework; and
  • ensuring that decisions and policies are communicated using language that refers to and supports the core values.

We are busy people and we spend our days in busy workplaces. Thousands of decisions are made daily in The Salvation Army, Canada & Bermuda Territory. Many happen without us recognizing that we are even making a decision. It’s critical, however, that we use healthy decision-making processes and that they are ones that reflect our core values.

In reality, very few decisions that are made in the course of normal operations are considered collaboratively. It is generally large decisions, or decisions regarding a complex issue that cause us to sit down and talk through a situation. Most decisions are made by individuals as we perform our duties. To foster a values-driven workplace, we need to ensure that values are always a consideration in decision-making, whether large or small.