Mistakes Organizations Make When Establishing Core Values


Today, we build on the two previous posts, on creating Mission and Vision Statements by discussing Core Values and creating your organization’s Value Statement, which completes the triad.

When organizations desire to perform at the highest level, they leverage three (3) commitments—three commitments that set the stage for overall efficiency, growth, and prosperity.

Core Values focus on how you run your organization and interact with customers and suppliers. Not everyone possesses the same core values, so it’s important for an organization to stress what theirs are to employees, vendors, and customers at the onset of hiring, doing business, or providing a service.

Take this example: Facebook started out in a dorm room and, in just ten years, grew to having 1.23 billion monthly users, about one-sixth of the entire world’s population. To celebrate that accomplishment, Mark Zuckerberg expressed how a Core Value guided them along the way:

“…We just cared more about connecting the world than anyone else. And we still do today.”

With its expressed Value of caring, Facebook is guided toward their vision and mission of accomplishing bigger and more important goals. It is yet to be seen whether Facebook will be foiled by one of the 5 very common mistakes we are about to explore here.

Mistake # 1: Being too vague

Your Core Values should be both meaningful and easy to understand. So, if caring is a core value, what does “caring” really mean? Your Value statement should flesh this out in a simple and powerful way. Zuckerberg outlined his 5 Core Values as “The Hacker Way.”

 Mistake # 2: Lack of accountability

Your Core Values must be built into your performance management process or the oversight to ensure success will be sorely absent.

Mistake # 3: Creating too many Values

By limiting this list to reflect only your highest priorities, your core Values will be focused and accountability will increase.

It’s tempting to make a long list of Values that you think are important; however, when you keep the number to about three or four key items, you make enacting them easier and more likely.

Mistake # 4Failing to share core Values with prospective employees

Potential employees should know how things work and what it’s like at your organization from the start. When someone does not subscribe to your Values, don’t hire them.

Mistake # 5Not including a core Values preface statement

Some core Values can end up seeming disingenuous or hypocritical once mistakes are made. The best way to inoculate your organization from this is to disclose that possibility up front.

Include a preface statement like this:

“Although we strive for perfection, we sometimes miss the mark. When we do, we apologize and work to improve as we move forward. The following is a list of the values we strive to maintain.”

Your vendors, customers, and employees will appreciate your honesty and be more likely to give you the benefit of the doubt, should problems arise.

Core Value Statements are crucial to the culture of your organization and shouldn’t be taken lightly. The best way to ensure that your trio of Mission, Vision, and Value Statements will succeed is to ensure they are integrated into all you do from an HR perspective.

By avoiding the common mistakes and using top-notch methods, you’ll ensure that employees can achieve your Mission and Vision by adhering to the core Values most important to your organization. A high-performing organization is one that can last and even thrive in tough economic times. It must by guided carefully using processes that ensure consistency and stability through the Values you hold most dear.

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In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Meet us at the ABHE Annual Meeting February 8-10, 2017 | The Wyndham Orlando Resort! We will be speaking during the Annual Conference as well as exhibiting. Contact us directly to set up a personal meeting in advance of the annual meeting. Looking forward to creating new friends and fostering deeper relationships with contacts we know.

 

Mistakes in High-Performance Vision Statements


Today, we’ll look at the 3 biggest mistakes commonly made by organizations during the creation of their Vision Statement.

As discussed in the last post, Organizations wanting to perform at the highest level do so by working to leverage 3 commitments. These commitments set the stage for overall efficiency, growth, and prosperity.

Mission Statement

Vision Statement

Core Values

Great leaders vision-cast for their organization.

They have an idea of where they want their organization to be down the road. They chart their desired course ahead of time. The best leaders will map out their Vision, put this Vision on paper, and share their Vision with the entire crew. However, too many leaders fail to be precise—they don’t follow a top-notch process to ensure their Vision truly comes to fruition.

Mistakes You Want to Avoid

Mistake #1: Developing a Vision Statement that isn’t achievable in the near future—within an employee’s working lifetime).

This is a bad idea. Instead of a far-off Vision as the organizational aim, your employees need to envision achieving the goal far sooner, so they can potentially experience the achievement as part of the team.

No employee wants to think that they are expected to work hard to achieve an organization’s Vision without still being around to celebrate it happening. If the goal lies too far into the future, employees don’t feel invested in the outcome. They don’t feel committed to it. Instead, it gets shelved and ignored. With an achievable goal, hope, motivation, and perseverance are ignited. They can see your destination on the horizon. Your excitement will become theirs.

When creating a Vision statement, make it achievable. Once it’s achieved, make sure you revisit it and make any adjustments and corrections to it as you move forward.

Mistake #2: The Vision statement is not included in the hiring and recruitment processes.

As you build your team, make sure that your potential employees know the direction your organization is headed; starting the moment they first step through the door. Let them know where they’re going when they first get onboard. It’s not enough to expect them to figure it out by osmosis. Don’t leave your Vision to chance. Tell them up front what it is and the role they will play in achieving it.

Your Vision statement must be seamlessly incorporated into your hiring practices and documents. If it is not obvious from the start, you risk spending a lot of time, energy, and money acquiring people who don’t know where you’re going and don’t care. Your organization will be rudderless.

Your Vision Statement is an invaluable motivator for your employees. Would you want to board a ship or a plane without knowing the destination ahead of time? Your employees won’t want to either.

As a leader, you are the captain. Your crew—your employees—and your passengers—your customers—must be informed as to the destination of your journey and be enthusiastic about it.

This is how high performance gets started!

Mistake # 3: Failing to integrate your commitment to your organization’s Core Values and Mission Statement into your Vision Statement—not making it a complete, holistic package.

A Vision statement should articulate two crucial items in addition to your Vision: your Mission statement and the core Values guiding your organization.

These three components are interdependent and must work together as a team. Just like a top coach wouldn’t play merely one-third of his football squad in the Super Bowl, it is not possible to create a high-performing organization from the ground up if it lacks any of these three key components.

The success of your Vision is important to your future—much too important to omit any of the key supporting pieces and risk it failing.

If creating these three documents sounds like a lot to bite off, don’t be discouraged! Human Resources experts exist to help you, and resources exist to make it easier. The best ones guide you through the whole process, just like the one I created with my team. We’ve done the foundational work for you to make it all happen smoothly and simply. Our HR Mastery Toolkit teaches and guides you to implement the best practices used by some of the top, most successful organizations in the world.

We begin with this essential first task: establishing your organization’s Mission, Vision, and Values.

By using a top-notch process to create your Vision Statement, you’ll set the stage for your employees to achieve it.

In the next post, we will continue examining this critical trio. I’ll give you some of the expertise I’ve gleaned from more than twenty years in the field of human resources. Come back to read: Mistakes Organizations Make When Determining Their Core Values.

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Meet us at the ABHE Annual Meeting February 8-10, 2017 | The Wyndham Orlando Resort! We will be speaking during the Annual Conference as well as exhibiting. Contact us directly to set up a personal meeting in advance of the annual meeting. Looking forward to creating new friends and fostering deeper relationships with contacts we know.

In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

Common Mistakes with Mission Statements


When organizations want to perform at the highest level, they leverage the three (3) commitments that strengthen their organization like a strong, cement foundation:

Mission Statement

Vision Statement

Core Values

With these in place, everyone in the organization starts out on the same page. Better yet, clients and customers know what to expect and it builds additional trust. They appreciate the organization’s investment and articulation of these commitments.

However, it’s not as simple as punching out three sentences to propel your organization forward. There is an important process to creating potent organizational statements to ensure they truly succeed.

Today, we’ll look at the 4 mistakes commonly made during the creation of an organization’s Mission Statement. Done poorly, a Mission Statement can actually undermine the high performance leadership hopes to attain in the first place.

Don’t let this happen to you!

Mistake #1: Not including employees in the process.

When a boss creates a Mission Statement in a vacuum, employees are far less likely to appreciate it, accept it, and, most importantly, execute it.

Instead, your organization should first get input from a group of employees that make up a good cross-section of capabilities and responsibilities throughout the organization.

At this point, too many organizations find that employees have little idea what their organization really stands for or why they are doing what they do. Unless you’ve clearly articulated a Mission Statement, you can’t blame them. After employee input, the leadership can approve and improve on what comes from the employee input group.

With a Mission Statement in place, employees do more than just show up. They arrive to work with a renewed orientation to the organization and feel like they are doing something meaningful. Everyone wants to play a part in something bigger than just themselves. A Mission Statement gives them this opportunity.

By including them from the start, employees not only start to think from a high-performing standpoint, but they also feel respected and appreciated for their input at the outset.

Mistake #2: Creating a Mission that is too broad or too lofty.

Here are examples of two Mission statements that don’t work:

“We want to make the world a better place.”

“We want to give our customers good service and a great price.”

Compare them to one from Charity Water. It gets to the crux of their mission.

“We’re a non-profit organization on a mission to bring clean and safe drinking water to every person on the planet.”

Or, this great example from Habitat for Humanity International:

“Seeking to put God’s love into action, Habitat for Humanity brings people together to build homes, communities and hope.”

Mistake #3: Not rolling out the new Mission appropriately.

A good Mission Statement is woven into the very culture and fabric of your organization. It’s not just something that goes on the wall and the website. It gets incorporated into all the material of your organization.

During your hiring practices, organizational meetings, performance reviews, and in job descriptions, you should have direct tie-ins and references to your Mission. After all, your organization is centered on a Mission: its purpose for existing.

EXPERT TIP: Your employees are great idea factories to help find new ways to proliferate and enact your organization’s Mission statement in multiple ways that will make a big difference. Get their input.

Mistake #4: Not communicating the Mission to your key stakeholders.

Your key stakeholders are your students, parents, vendors, and suppliers. Your Mission statement should be integrated into your interaction with them, and in all the material, marketing, and communications you engage in together.

Your Mission Statement is the central feature around which your organization revolves. That means, it’s not just an internal document. Make sure you publicize it, every chance you get.

You don’t have to tackle the process of creating a Mission Statement alone. You can hire an outside HR expert to guide you. There are other helpful HR resources too, like the HR Mastery Toolkit we have created to make your organization high-performing in this and other areas. It teaches and guides you in the best practices of some of the top, most effective organizations in the world.

When you create a Mission Statement using a top-notch process, you’ll find that performance on every level improves. Not only do you save costs and improve quality and productivity, but also being employed at your organization becomes much more enjoyable.

In my next post, we will continue examining this critical trio. I’ll give you some of the expertise I’ve gleaned from more than twenty years in the field of human resources. Come back to read: 3 Mistakes in High-Performance Vision Statements

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In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

 

People Join Organizations- They Leave Managers


Do you wonder why good employees leave your organization?

This statement from Bill Hybels has resonated with me for years, but never more so than when I had this conversation.

“People join organizations. They leave managers. “

My conversation with a young professional twenty-something started simply enough.

“How’s the new job going?”

My eyes widened as I listened to this passionate young lady talk for more than half an hour about how she and many of her colleagues want so much to impact the organization they work for, but how management there is weak and how the leadership completely lacks direction. People are not held accountable, she explained. There is no collective vision as a team and new folks are not brought on board with any sense of excitement or motivation.

I nodded. I knew exactly what she was talking about. I’d seen it for myself in many instances. Eliminating the kind of frustration she was feeling is one of my greatest motivators in doing what I do, helping leaders move forward and build high-performance organizations.

So, what’s going to happen? It wasn’t hard to figure out. She made it quite clear—she won’t put up with it for much longer. Instead, she would become one of the many sharp, smart people I’ve encountered who choose to exercise their skills in more fertile fields instead of enduring such barren conditions. They go on to positively fertilize other organizations, contributing to a sustainable harvest by taking them to greater levels of efficiency and performance.

Meanwhile, those organizations with chronically weak and mediocre managers fade, eventually cease to operate, and die. Maybe not right away—it may take time, but ultimately they fail to survive.

If your organization has great leadership, is on the ball, and inspires and motivates all of its employees, including its young All-Stars, then you are indeed building a high-performance organization.

 

Mark will be speaking at the Academic Officers Summit,  October 24 and 25, 2016 in Orlando Florida.  Learn more here. 

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In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.

 

Developing A High-Performance Recruitment System


Finding and keeping qualified talent has never been more challenging or expensive. Too many organizations implement haphazard hiring methods that are not only inefficient, but also potentially illegal.

Are people hired systematically at your organization?

The best organizations in the world use sophisticated processes to find and hire new workers. If you don’t have a solid system in place to hire workers, consider creating policies, and putting them in writing, that outline your process in detail.

Ready to get started?

Here is a checklist of 4 action steps that you should ensure your HR department is following. By using these steps they will simplify the hiring process for your organization.

Step 1 – Create a candidate pool by…

  • Constructing a comprehensive job description (with employee input)
  • Having leadership approve the position and salary range (based on a compensation study)
  • Posting the position internally first, to allow current employees the opportunity to apply
  • Encouraging employees to refer friends and family
  • Creating an advertisement based on the established job description
  • Running the advertisement
  • Reviewing ad responses against the requirements outlined in the job description
  • Sharing your Mission, Vision and Values (MVV) with all candidates
  • Having the candidates explain how they will support your MVV
  • Setting up three to four candidates for interviews

Step 2 – Systemize the interview process by…

  • Selecting interview questions and job criteria correlated to the job description requirements (build MVV questions into process)
  • Requesting all interviewees first fill out an application
  • Ensuring all interviewees sign a “consent to background check” form
  • Having interviewers complete a Candidate Evaluation Form on every candidate after each interview.

Step 3 – Establish the Selection Process by…

  • Having the team of interviewers meet to discuss candidates (this is typically led by HR personnel)
  • Conducting candidate interest testing (be careful with tool used)
  • Selecting the best candidate based on interview results, selection testing, and the hiring manager’s decision
  • Furnishing a verbal offer to the candidate and, if agreed to, creating an offer letter
  • Sending the offer letter for the candidate to sign, and ensuring it is returned to you.

Step 4 – Start the hiring process by…

  • Sending the application and consent form to a background check company
  • Arranging a pre-employment physical and drug & alcohol test for the candidate
  • Setting a firm start date when the candidate has met all the requirements and is determined “all clear”
  • If the candidate fails the background or D&A test, the candidate is notified by HR and you return to initial pool of interviewed candidates, choose one, and begin the hiring process again or expand the candidate pool and begin again.
  • Sending out polite non-selection letters to the other candidates

When you implement a consistent system in your hiring practices, you will increase the efficiency of your organization, saving time and money, and eliminating confusion, both now and in the future.

Also consider the fact that by using the right recruitment approach you are also marketing your organization to potential customers. Any dollars spent in recruitment marketing also befits your institution from a brand recognition perspective.

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In His Name HR helps organizations build high performance Human Resources programs. Visit them at In HIS Name HR or e-mail them here.

Mark A. Griffin is the founder and chief consultant of In His Name HR LLC. Connect with him on LinkedIn or Twitter.