1. Our People Values Strategy
Prepared by Daniel Chamberlain
21 February 2012
2. Putting the “It” into our business!
“Through our words that we use, it will describe what our business
needs to become, what it strives to be and what it is to our
customers, our people and to us!”
3. Strategic Objective
Our strategic objective should be:
• We need to think of our business as a prototype for 5000 more just like it
• We need to imagine that someone will walk in and want to buy our business, but
only if it works with out us!
4. Our business is a reflection of ourselves
•if we are sloppy, we will deliver sloppy results
•If we are rude, our customers will feel this
•If we do not value our staff, they will not value our business
However
•If we are caring, our customer and people will feel cared for and thus our people will care about our business
•If we are honest, on time, straight forward, our customers and people will feel this. Enabling us, which is the
“business” to gain their trust and respect.
This is done by what we say and how we say it
This is our People Strategy
The Reflection of Ourselves is what our Business Becomes
5. People Strategy
“People strategy is how we communicate our idea, how we want our
customers and people to feel about our business, which is apart of
the business aim and strategic objective”
The idea behind the work is just as important as the work it self (we need our people to believe in what we
are doing, in order for the “idea: to be emulated throughout the business)
We need a clearly defined structure of how we and our people act in our world (business)
We need to develop and implement the guidelines in which we and our people are to live our business
Philosophy and Values
We need to define a Value Based System that incorporates:
•Sense of purpose (NASA example)
•Core company values
•Belief System
•Standards for consistent service and levels of expectations delivered to our customer by our people
•Ethos
•Relationships People – Customer
People - people
Customer – people
People - management
Management – people
•Create a place of community, purpose, order and meaning
•A place where we are organized and clearly focused on a worthwhile result
•A place where discipline and “Will” become prized for what they are, the backbone of our business and
action what we are intentionally and not by accident.
6. People Strategy System
‘the system produces the results, our people manage the system”
This system is comprised of four distinct components
1.How we do “it” here
2.How we recruit, hire, train people to do “it” here
3.How we manage “it” here
4.How we change “it” here
What is “it”? That we are trying to communicate and implement at the heart of our business:
Press HERE For Answer
7. People Strategy System
Caring
How do we express caring on the telephone, whilst instructing, berthing a boat, dealing with a complaint,
dealing with each other and in everything else that we do?
How do we do “it” here in Oman Sail?
•Its in our Operating manuals and through our Strategic People Management System
•“it” is our best way, what we believe in, “it” is why people buy from us, why customers return to us, trust
us and continue with us.
•This is the foundation of our business systems, the system will differentiate us from our competitors
around the world.
•It is essentially the system and process behind the smiles and our excellence in customer service
Now Imagine we have 7 sailing centres and 7 marinas without a people system – how would anything be
communicated and run consistently!
We are going to set the Guidelines and write the rules to what we will refer to as “the Game”. It is our
game and the others will be trained in how to play it, live it and breathe it!
This then leads into our marketing strategy, but that’s for another day!
9. Example of a People Management System
CoreValues Based System
Core values
Integrity: Doing the Right Thing
We are guided by a desire to help IFC achieve better results.
We do what we say and say what we do.
We conduct unbiased evaluations and are not swayed by pressure or compromised by self-promotion.
We are fair with each other and with our clients.
We take responsibility for our work.
We inform multiple constituencies.
Empathy: Walking in Other People's Shoes
We believe that people seek to do the right thing.
We listen to each other and to our stakeholders to understand and consider other perspectives.
We seek win-win solutions.
We balance our needs for information with the burden we impose.
Accountability: Supporting a Results-based Culture
We aim to maintain the highest standards in the development evaluation community.
We involve staff, management, external partners, and borrowers in our work.
We encourage and foster ownership through embedded self-evaluation.
Teamwork: Pulling Together
We seek consensus in decisions.
We see strength in diversity.
We acknowledge and respect one another's contributions.
We trust each other.
We help each other to grow through formal and informal mentoring.
We seek the perspectives of those with different areas of expertise.
We treat people equitably.
10. Example of a People Management System
CoreValues Based System
Learning and Innovating: Building on Experience, Adding Value
We seek growth for ourselves and others by continuously building on the lessons of experience.
We support a corporate learning culture by building on IFC successes.
We seek to translate errors into learning opportunities.
We encourage new ideas for products and processes and we support those who try them.
We weigh costs and benefits of innovations before proceeding.
We enhance our performance through professional training and action learning.
We assist others in developing and improving their evaluation systems and skills.
We seek to inform IFC's strategic directions.
Transparency: Holding Ourselves Accountable
We have clear written evaluative standards and procedures and make them accessible to all.
We clearly convey the basis for our findings and recommendations.
We seek review of our methods, evidence and findings, especially from those we evaluate.
We emphasize dissemination of our work to help others learn.
We make our findings public, within IEG-IFC'S disclosure policy.
Balanced Work Environment: Achieving Harmony
We balance relevance, cost, timeliness, potential impact, and quality.
We work hard, have fun, and try to minimize stress.
We respect the need to have home life as well as work life.
11. Example of a People management System
Ritz-Carlton Gold Standards
Ritz-Carlton Gold Standards
Our Gold Standards are the foundation of The Ritz-Carlton Hotel Company, L.L.C. They encompass the values and philosophy
by which we operate and include:
The Credo
The Motto
The Three Steps of Service
Service Values
The 6th Diamond
The Employee Promise
The Credo
The Ritz-Carlton Hotel is a place where the genuine care and comfort of our guests is our highest mission.
We pledge to provide the finest personal service and facilities for our guests who will always enjoy a warm, relaxed, yet refined
ambience.
The Ritz-Carlton experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of our
guests.
Motto
At The Ritz-Carlton Hotel Company, L.L.C., "We are Ladies and Gentlemen serving Ladies and Gentlemen." This motto
exemplifies the anticipatory service provided by all staff members.
Three Steps Of Service
A warm and sincere greeting. Use the guest's name.
Anticipation and fulfillment of each guest's needs.
Fond farewell. Give a warm good-bye and use the guest's name.
12. Example of a People Management System
Ritz-Carlton Gold Standards
Service Values: I Am Proud To Be Ritz-Carlton
I build strong relationships and create Ritz-Carlton guests for life.
I am always responsive to the expressed and unexpressed wishes and needs of our guests.
I am empowered to create unique, memorable and personal experiences for our guests.
I understand my role in achieving the Key Success Factors, embracing Community Footprints and creating The Ritz-Carlton
Mystique.
I continuously seek opportunities to innovate and improve The Ritz-Carlton experience.
I own and immediately resolve guest problems.
I create a work environment of teamwork and lateral service so that the needs of our guests and each other are met.
I have the opportunity to continuously learn and grow.
I am involved in the planning of the work that affects me.
I am proud of my professional appearance, language and behavior.
I protect the privacy and security of our guests, my fellow employees and the company's confidential information and assets.
I am responsible for uncompromising levels of cleanliness and creating a safe and accident-free environment.
The 6th Diamond
MystiqueEmotional EngagementFunctional
The Employee Promise
At The Ritz-Carlton, our Ladies and Gentlemen are the most important resource in our service commitment to our guests.
By applying the principles of trust, honesty, respect, integrity and commitment, we nurture and maximize talent to the benefit
of each individual and the company.
The Ritz-Carlton fosters a work environment where diversity is valued, quality of life is enhanced, individual aspirations are
fulfilled, and The Ritz-Carlton Mystique is strengthened.
13. 3 Areas of Care
We have defined the ‘it’ into 3 areas, which we believe are essential for our people to believe, live and to be able to portray our companies “it” (care, idea, way of
doing business). These are:
1.Company Core Values
2.Employee Engagement
3.Customer Engagement
Company Core Values
•The guidelines in which we all do business in, between each other and our external customers. The core beliefs and values of how we do business here, which is
with Care!
Employee Engagement
•Employee Engagement is the extent to which employee commitment, both emotional and intellectual, exists relative to accomplishing the work, mission, and
vision of the organization. Engagement can be seen as a heightened level of ownership where each employee wants to do whatever they can for the benefit of
their internal and external customers, and for the success of the organization as a whole.
Customer Engagement
•Empowering (and incentivizing) employees to be able to deal with customers wherever and whenever (among other things).
•Means that the mindset that you are working with is that your customers should be the subjects of an experience, rather than objects of a sale and clients.
•We want our customers to benefit from our Core Values, we want them to feel the care and attention that we put into our business and our people.
•We want them to know that they are not just on a sailing holiday, they are sailing with Oman Sail!
14. Where do we start
Here’s a proposal
• Interview as many people in Oman Sail as possible to find out: here is an example of what we could
ask:
• What they believe are the most important values a company must have towards its customer and
people
• What are the top 5 things that Oman Sail in this respect need to improve upon.
• We need to define these questions.
• Create the Oman Sail People Management System / Our Gold Standards
15. Where do we start
Proposed Questionnaire
1. Do you know what is expected of you at work?
2. Do you have the materials and equipment you need to do your work right?
3. At work, do you have the opportunity to do what you do best every day?
4. In the last seven days, have you received recognition or praise for doing good work?
5. Does your supervisor, or someone at work, seem to care about you as a person?
6. Is there someone at work who encourages your development?
7. At work, do your opinions seem to count?
8. Does the mission/purpose of your company make you feel your job is important?
9. Are your associates (fellow employees) committed to doing quality work?
10. Do you have a best friend at work?
11. In the last six months, has someone at work talked to you about your progress?
12. In the last year, have you had opportunities at work to learn and grow?
13. Describe how you feel about working for Oman Sail?
14. What are the 5 most important values that you think a company should have? Please tick from the list
below
•Integrity, Intention, Commitment, Vision, Excellence, Trust, Respect, Honesty, Value, Relationships,
Communicate, Consistency, Empathy, Safe, Empowerment
16. Where do we start
Proposed Questionnaire
1. Do you know what is expected of you at work?
2. Does your supervisor, or someone at work, seem to care about you as a person?
3. Does the mission/purpose of your company make you feel your job is important?
4. Are your associates (fellow employees) committed to doing quality work?
5. In the last six months, has someone at work talked to you about your progress?
6. In the last year, have you had opportunities at work to learn and grow?
7. What are the 5 most important values that you think a company should have? Please tick from the list
below
• Integrity, Intention, Commitment, Vision, Excellence, Trust, Respect, Honesty, Value, Relationships,
Communicate, Consistency, Empathy, Safe, Empowerment
8. Describe how you feel about working for Oman Sail?
