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Embedding Organisations Values & Beliefs

Client Speak – The outcome

“I must acknowledge and thank you for helping build our 'DB Culture' at India in such an engaging & impactful manner. While conceptualizing our transformation journey, we believed that a change in the operating language would be the only CAUSE IN THE MATTER of change in behaviors and change in the overall culture of the organization. And what better way to change the language than, to embed the new language in every coffee conversation! Cafe Style learning sessions, 'Value Cafes' as we call them, have become 'a rage' and 'a buzz' across all locations in India for multiple reasons. Besides being fun and easy to conduct, they tap into each individual's experiences and wisdom, leading each one to own and drive the change. Thanks to you and your team for customizing the learning material for us, and preparing more than 100 champs facilitating these sessions through the year. Looking at the ever increasing repository of success stories, rewards for exemplary behaviors, and the dial movement on People Survey Scores, we're convinced that our Value cafes are here to stay.”

Client & scale of the program

Service Centre operation of a leading global banking organisation. It employs over 7000 people across multiple sites in India. Totally six values and three beliefs within each value was covered in the program. The overall program took 12 months right from conceptualisation to execution. Considerable time was spent in framework design, content development, and train the trainer. The roll-out was in two phases, each phase covering a set of three values across the entire organisation.

Phase 1 – Integrity, Partnership & Discipline

Phase 2 – Sustainable Performance, Client Centricity & Innovation

The desired outcome

Understanding the organisation values and behaviours was an important part of performance standards and organisation development strategy. The organisation decided to follow a 3 tiered approach to achieve the same.

Build awareness of the values & beliefs across all levels

Create a common understanding of the value behaviors across the service centre

Enable adoption and embedding of value behaviors The key desired outcome was to enable the employees in the organisation to recognise and display the behaviours that aligned to the values & beliefs of the organisation. This could only happen if the employees could relate the values and the beliefs to their day job and it became a part of their operating language at work.

The approach

Values program always starts at the top. The senior most leadership level of the organisation were the ‘Program Sponsors’. A set of ‘Value Champions’ were created from the senior leadership team who would be the guiding beacons for the program in the organisation. This was followed by a set of ‘Value Enablers’, the first line people leaders in the organisation whose responsibility was to cascade the program to the rest of the organisation. The critical impact of this approach was that, behaviours are best embedded when it’s led by example and the ownership is taken by the immediate manager.

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Role of Paathshala in the program

As learning partners of the organisation we were closely involved in program design and were directly responsible for the following;

Program framework design

Content design & development

Design & printing of facilitator guides

Train the trainer & certification of over 100 value champions & enablers

Creation & running of Value Cafes across sites.

As an organisation, we are the India Partners of Café Style Development Ltd, an UK based training & development organisation that has developed and patented the Café Style Speed Training methodology which has been used in this program.

The methodology adopted

Café Style Speed Training, a fun, engaging and a high impact facilitation methodology was used to cascade the values program across the organisation. Café Style Speed Training is a transformational program which uses neuro science and NLP based activities to drive learning outcomes. These activities take only 20 – 30 mins to deliver and requires no training infrastructure whatsoever.

This enabled the Value Champions & Enablers to run the activities in an informal environment, on the shop floor, during breaks, in the cafeteria etc.

Supporting these were the ‘Value Cafes’ that were set-up every Friday at each centre during the course of the roll-out where teams could come and participate in the activities.

The beauty of this format was that, the activities are highly participative in nature, completely non-threatening and allowed every participant to express freely, bringing in their own experiences, thoughts and feelings. This not just ensured a higher level of ownership in driving the change within the participants but also helped them align their own personal values to the organisation values.

Illustration of the framework

Program tools and collaterals Value Champion / Enabler handbook including the following;

Individual value modules

The ‘how’ of facilitating the modules

The ‘dos & don’ts’

Detailed lesson plan on how to derive the learning / linking between the activities and the values/behaviours