Workplace excellence @ qub june 2012
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The document discusses an organization's efforts to promote its core values throughout the company. It outlines a bottom-up approach where employees participated in workshops to discuss what the values meant to them and their teams. This engagement helped foster ownership of the values at all levels of the organization. The process aimed to enhance personal development and create a consistent understanding of the values. Progress will be measured through employee and customer surveys as well as complaints and brand metrics.
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Workplace excellence @ qub june 2012
- 2. Welcome & Introduction Tanya Kennedy Director, Business in the Community
- 4. ‘to build a better society in Northern Ireland by creating a healthy, engaged and inclusive workforce of world class calibre’ www.bitcni.org.uk We stand for responsible business
- 5. • wellbeing • diversity and inclusion • connectivity
- 7. values drive results BELIEFS BEHAVIOUR ACTIONS www.bitcni.org.uk We stand for responsible business
- 8. shared values and performance Committed Lukewarm company my company values values my values values my values company values Disengaged www.bitcni.org.uk We stand for responsible business
- 9. www.bitcni.org.uk We stand for responsible business
- 10. keep it simple passionate about food passionate about people passionate about success www.bitcni.org.uk We stand for responsible business
- 11. keep it simple friendly energy www.bitcni.org.uk We stand for responsible business
- 12. Organising principle Our business promise expressed in the simplest terms Values The code by which the business; lives, guides behaviour and actions and measures performance The Employee Experience If employees experience these things we will achieve the customer reaction we aspire to. Employee Actions Internal behaviours and actions which deliver the promise. Customer Reaction What we want our customers to think about us (perception)
- 13. Gallup - engagement www.bitcni.org.uk We stand for responsible business
- 14. Northern Bank Maria Donnelly Project Director
- 16. Agenda • Background • Approach adopted • Measuring success 16
- 17. Background • Further integration into Danske culture • Agreed as part of HR strategy • Opportunity to link with Treating Customers Fairly & Corporate Responsibility • Complements Business as Usual • Challenge to ensure everyone is engaged in „Living the Values‟ 17
- 18. Core Values • Integrity • Commitment • Accessibility • Expertise • Value Creation 18
- 19. Process • Initial communication to Executive Committee • Working Group established • Methodology agreed • Pilot initiated • Cascade upwards commenced 19
- 20. Bottom-up approach • Introduction of Core Values based on a „building approach • Pre-positioning via formal internal comms and magazine • Build Core Values upwards to ensure maximum effectiveness and engagement • Delegates volunteered to facilitate workshops within their team and maybe with their Leadership Team • Objective is to have a set of meaningful behavioural standards adopted by each business unit • Outputs to be shared „next line up‟ with ExCo output communicated back to all employees 20
- 21. Leadership Team Line Management Business Units 21
- 22. Workshop • What do Core Values mean to me? • What do Core Values mean within my team? • What do Core Values mean to my customers? 22
- 23. Employee feedback “Core Values “It’s great they have not been now mean interpreted for us” something “We can decide as a team other than just what’s important” words” “We had an opportunity to “The team discuss team issues” bonded “This is something different” better” “We have been involved from the start” “A great development opportunity and a great sense of achievement” 23
- 24. Benefits • High level of employee engagement • Enhancement of personal development for delegates selected • Promotes ownership and involvement of Core Values at all levels • Creates consistent understanding of Treating Customers Fairly across the Bank 24
- 25. Measuring Progress • Employee Opinion Survey • Customer Satisfaction Survey • Service Recovery – Type of Complaints • Image/Brand Survey 25
- 26. Thank you 23-06-2012 26
- 27. AV Browne Stephen Moore Director of Creative Services
- 28. Table Discussion
- 29. Thank you
Notas del editor
- Is the campaign joined up, making sense and feeling like a natural progression from Opportunity Now and Business Action on Health – or what might ease that transition;What do you think would be highest impact areas to focus on for the next strategic period 2013 – 2016? (I’ll touch on what will be covered for the remainder of 2010 – 13)