There has been a notable proliferation in employees re-evaluating their workplace and defining what they want a workplace to represent, as home and work have blended in many cases. Job seekers and employees are challenging the workplace to define what values are, how they align with the vision and goals of the organisation and how the culture and values are demonstrated and embedded across all aspects of the business from the hiring process through to performance reviews.
The test for organisations, in an intensifying talent short market, is to take note of the increased importance employees and job seekers are placing on the culture, leadership and purpose of the organisation and how the organisation is authentically encouraging and rewarding behaviours that speak to the corporate values. High performers seek a value proposition that has at its core clarity on employee experience through engagement, wellbeing, growth and development – all factors which play a significant part in the decision to join or remain with an organisation.
Key outcomes:
- Defining values and debunking the “fluff” myth
- Demonstrating the impact of values on a team
- Exploring why companies fail when values are not embedded as a “living” ethos
- The shift in the role values now play in the attraction and retention of high performers
- The expectation of employees for values to support their wholistic life
- The correlation between values and high-performance teams - case studies
