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Values: building a foundation for a high performance culture
Vision and Values
• Vision: our image of a possible and desirable future state, one that serves to unite and inspire all stakeholders.
What? “We will be known worldwide as a place where the highest academic values and
educational innovation are cherished, where research prospers and makes a real difference, and where the fruits of scholarship resonate throughout society.” Who?
“We are recognized as a national university of choice for quality education, applied research that drives regional economic development, and enjoys international accreditation.” Who?
Why?
• Values: the reflection and embodiment of the character, energy and spirit of our organisation; qualities we believe are vital to realising our vision and will help to preserve and build on what is unique and cherished about the School.
What? “honesty, integrity, professionalism and accountability in relationships with our
customers and each other.” Who?“customer focus, confidence, empowerment, excellence, integrity, innovation …”
Who? Why?
2
Survey of Faults and Identification of Challenges
Before:
“To become the pre-eminent business school in the world.”
Me
Different cultures and values between
departments
- Working in silos, hierarchy, no voice
3
After:
“To have a profound impact on the way the
world does business.”
We
Shared values
- Involved in decision-making, striving together to be the best we can be
Podcast 1
Laying the Foundation
4
Staff Faculty StudentsSuppliers Alumni
Exploration
Today
Distillation
Who are we? What makes us special?
How do we operate? What do we aim to achieve in the
future?
Me
We
Sep
2009
Mar 2012
Nov 2011
Application
EmbeddingJun
2011
Assessing performance. Selecting aligned contractors.
Workshops and Cafes.
Values. Brand Academy and promise.
Admitting bigger and better quality applicant pools.
School Vision and Values
Construction Tools and Support Structure
• Consultation• Project website and podcasts• Values Champions’ Pow-wows• Workshops and Cafes
• Performance Appraisals• Stories• Awards
• Tendering • Student admissions • Staff and Faculty recruitment
• Leadership role modelling
6
“Make sure values capture what is most important, relevant and real to everyone in your
company.”
“Choose values your people will take personally.”
“Consistently and systematically reward behaviours that align with your values.”
“Allow individuals to decide for themselves if they fit and can thrive there.”
“Leaders should work hardest to model the values … leaders [must be] prepared to serve
as models.”
- Stephen Parker and David Rippey, Leadership Excellence, Sep 2011
Reinforcing the AUA Vision, Values and Professional Behaviours
7
AUA members are individually and
collectively committed to:
• the continuous development of their own and
others' professional knowledge, skills and
practices;
• actively championing equality of educational and
professional opportunity;
• the advancement of higher education through the
robust application of professional knowledge, skills
and practices;
• the highest standards of fair, ethical and
transparent professional behaviour.
The AUA exists to advance and promote the
professional recognition and
development of all who work in professional
services roles in higher education, and to be an
authoritative advocate and champion for the
section.
Values Support Structure
1) Developing Self and Others:
Staff Personal Reviews: transition from competencies to values; emphasis on “how”
2) Embracing Change:
Values Champions: living and breathing the values, moving from Me to We
8
Ambitious Courageou
s
EngagedCommunal
“Help yourself and others to reach full potential for the
benefit of the wider organisation.”
• Use all situations as potential learning
opportunities
• Learn from mistakes without blame
• Engage positively with appraisal processes
- Jan Shine, AUA Newslink No. 69
“Adjusting to unfamiliar situations, demands and changing roles. Seeing
change as an opportunity and being receptive to new ideas.”
• Accept that change is an integral part of life
• Remain positive about moving forward despite being realistic
about the difficulty of change
• Communicate change in a positive manner through influencing
and persuasion
- Jan Shine, AUA Newslink No.72
3) Achieving Results: celebrate successes! Podcast 4
Practical Applications
9
Developing
Self
and
Others
Embracing
Change
Achieving
Results
Me
My team
My department
My institution
Perf
orm
ance
and
Resu
lts
Values Workshops
Values Stories
Values Certificates and Mini-prizes
Conclusion
• Recommendations and tips
“ … it’s not the words that make a difference; it’s the conversation.”
- Rosebeth Kanter, HBR, 2010
Questions or comments?
Contact: Eleanor Eiserman, Finance Subject Area Manager and Values Champion
13
Bibliography
Buffton, B, W. Sullivan, and R. Sullivan. “ Aligning individual and organisational values to support change.” Journal of Change Management. (March). 2002: 247-254.
Chonko, L, S. Hunt, and V. Wood. “Ethical Values and Organizational Commitment in Marketing.” The Journal of Marketing. Vol. 53, No. 3 (July ).1989: 79-90.
Den Hartog, D and R. Verburg. “High performance work systems, organisational culture and firm effectiveness.” Human Resource Management Journal. Vol. 14, No. 1. 2004: 55-78.
Kanter, R. “Getting Values from Values.” Harvard Business Review. Online Edition. 2010.
Parker, S. and D. Rippey. “Corporate Values: what makes them valuable?” Leadership Excellence. September 2011: 15.
Ross, H. Reinventing Diversity. Rowman and Littlefield Publishers: Plymouth, 2011.
Shine, J. “Developing Self and Others.” AUA Newslink. Issue Number 69. 2011: 10-11.
Shine, J. “Embracing Change.” AUA Newslink. Issue 72. 2012: 10-11.
14