Values need to shine through
I was inspired to write this based on some work we had undertaken. In truth, I am always inspired by the work I do. This experience reinforced for me just how important organisational values are, particularly during times of change.
During period of change, such as a merger or acquisition or a change in leadership, it is important not only to manage the change itself, but also to ensure that organisational values remain strong. Change management is required whether the change is large or small. One of the primary reasons for managing change effective is to ensure the human factor is always considered.
How often is there a lack of communication and consultation in the workplace? This is particularly common in many change scenarios. Take, for example, the introduction of a new leader. There is often a lack of communication of change of leadership, which can result in employees feeling fearful of the unknown. The team and the leader need to work together so not only does that need to be taken into consideration through communication with the team but I would also recommend behavioural profile testing to make sure the team and individual (new leader) can work effectively together. It’s important the organisation manages this change for the team and the leader before a new leader commences. This includes ensuring people are aware of the process, key considerations, seek feedbacking and maintaining open communication. The same information and engagement should be provided to the new leader coming into the organisation. After all, change management is about mitigating resistance early at its source. It helps to move employees through the psychological change cycle toward acceptance of the change. Importantly, the leader has to also work with the values of the organisation.
The values guide how things are done. In most cases, it is not what people do that creates the problem, but how they do it, the way in which it is delivered and behaviours demonstrated. Values provide guidance for how to behave in the organisation. Returning to the example of a new leader, if they align with, or at least respect, the organisational values, then the change and other workplace challenges can be navigated successfully. However, if they do not, issues are likely to arise. Furthermore, if leaders do not actively lead the charge by communicating and demonstrating organisational values, how can those below them be expected to feel motivated or excited about living them? Culture is not created through people doing things, it is created through how people do things and it can just as easily be destroyed through how people do things if the actions don’t align with the organisational values – the way people in the organisation are used to being treated.
Effective leadership is also crucial to employee engagement. When leaders act as positive role models in beliefs, communication and values; have a vision for the future; inspires others on the journey; empowers others and supports their teams; and genuinely recognises and encourages their people, this inevitably leads to increased employee engagement.
The organisational values should also support the organisations vision and goals. The organisational values help align everyone towards achieving the organisational vision, so leaders need to give them the attention they deserve.
I recently encountered a situation where a new leader was appointed without the usual scrutiny that would typically occur through a recruitment process. The leader didn’t align with the organisational values nor demonstrate sound leadership practices which proved destructive for both the organisation and its people, creating also associated risk. This situation could have been avoided through effective change management, a robust recruitment process (including behavioural profiling), strong leadership practices and genuine alignment to organisational values.
At HR Business Direction, we can help with managing change in the workplace, mergers & acquisitions, behavioural profiling and organisational values.
Related articles; Change management needs to be applied so the human factor is always considered. ; Why a focus on people is integral to Mergers & Acquisitions; Integrowth; Behavioural Profiling is a tool not the answer;
Leisa Messer BBus(HRM); GradDipIR; FCPHR
Managing Director | HR Strategist
leisa.messer@hrbd.com.au
07 3890 2066
hrbd.com.au