Here at SAS we refreshed our values in 2010 – no changes to the core principles, just a better way of expressing them. I thought they were pretty interesting (with the caveat that for those with a more traditional view of “values” that they might not technically be values at all…) – descriptions in shorthand:
Be inventive – about being creative, working smart for the agency and its clients, pushing boundaries, etc.
Be aware– eyes open to what’s happening in the world around you, connected to communities, clients and each other, etc.
Have character – be true to yourself, don’t be afraid to challenge things, act with integrity, etc.
We align these to a matrix which is – with clients; with yourself; with each other which creates a lot of ways to consider and view these values across a range of contexts.
We have a recognition programme where colleagues nominate their peers for demonstrating these values in action – catching people doing it right.
And yet … we’ve has some feedback from some people that they don’t understand why we do this at all. That is – “You don’t need to tell me who I am and what I should be doing.” “I’ve been here seven years, I don’t need to be told about the culture and values.”
I can of course provide the standard responses to these, but wanted to take a step back and re-assess.
My question is: Why bother communicating values and recognising them at any stage past attraction, recruitment and induction (and in performance planning/development)?