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    How HR Can Create Authentic Alignment Between Personal and Company Values

    How HR Can Create Authentic Alignment Between Personal and Company Values

    October 11, 2024

    In recent years, there has been a growing focus on the importance of company values and culture. Employees increasingly want to work for organizations whose values resonate with their own. A 2021 Glassdoor survey found that over 77% of adults would consider a company's culture before applying for a job there, and 79% would consider a company's mission and purpose before applying.

    However, it's not enough for a company to simply have a set of stated values. For an organization to truly thrive, there needs to be authentic alignment between the company's espoused values and the values embodied by its employees. Misalignment can lead to disengagement, turnover, reputational damage, and financial costs.

    This is where HR plays a crucial role. As the stewards of an organization's human capital, HR professionals are uniquely positioned to help ensure that employees' personal values are in sync with those of the company. By fostering this values alignment, HR can help create a more cohesive, engaged, and purpose-driven workforce.

    Let's explore some key strategies HR can use to authentically align personal and organizational values:

    1. Define and Communicate the Company's Core Values

    1. Define and Communicate the Companys Core Values

    The first step in aligning personal and organizational values is to clearly define what those organizational values are. What principles does the company stand for? What beliefs guide its decisions and actions?

    It's important that these values are more than generic platitudes. They should reflect the company's unique identity, mission and culture. For example, outdoor retailer REI's core values include authenticity, quality, service, respect, integrity and balance. These values are specific to REI's identity as a purpose-driven cooperative committed to serving its members and the outdoors.

    Once the company's core values have been identified, HR must work with leadership to communicate these values consistently and continually. This should include:

    • Highlighting the values in all employee communications (handbooks, intranets, all-hands meetings, etc.)
    • Visibly posting the values in the office and on the company website
    • Regularly sharing real examples and stories of the values in action
    • Encouraging leaders to reference the values when explaining the "why" behind decisions
    • Facilitating discussions and workshops on the meaning and practice of the values

    The more the company's values are talked about and integrated into the everyday employee experience, the more they will start to feel real and relevant to the workforce.

    2. Hire for Values Fit, Not Just Skill Fit

    Historically, hiring decisions have focused primarily on a candidate's skills and experience. However, to create values alignment, it's just as important to assess a candidate's principles and motivators.

    This requires HR to work with hiring managers to define the traits and attributes that exemplify each of the company's core values. These should then be translated into clear selection criteria and interview questions. For example, if innovation is a core value, HR might look for candidates who are curious, adaptable, and comfortable with ambiguity. Interview questions could include:

    • Tell me about a time when you had to innovate or try something new to solve a problem. What was the result?
    • How do you stay up-to-date with the latest trends and ideas in your field?
    • Describe a situation where you had to challenge the status quo. How did you approach it?

    The most effective values-based interviews use behavioral questions that ask candidates to share real examples from their past. This allows the interviewer to assess not only what the candidate says they value, but how they have actually embodied those values in practice.

    Some companies are going even further and using values assessments as part of the selection process. These are psychometric tools that measure a candidate's personal values and compare them to the values of the organization. While not foolproof, these assessments can provide valuable data points to complement the interview.

    Of course, hiring for values fit doesn't mean creating a homogenous workforce. Diversity of background, perspective and thought is still essential for innovation and growth. The goal is to find candidates who share the company's core beliefs, while still bringing their unique experiences and viewpoints to the table.

    3. Embed the Values into Performance Management

    3. Embed the Values into Performance Management

    To truly drive values alignment, the company's core principles need to be woven into every stage of the employee lifecycle - including performance management. This means not only assessing employees on what they achieve (their goals and metrics), but also on how they achieve it (their demonstration of the values).

    HR can work with managers to ensure that each of the company's core values is translated into specific, observable behaviors that can be evaluated and recognized. For example, if customer focus is a core value, managers might assess employees on behaviors such as:

    • Proactively seeking out customer feedback and using it to drive improvements
    • Going above and beyond to resolve customer issues with empathy and urgency
    • Advocating for customer needs in product and process decisions

    These values-based behaviors should be included in performance review templates, and managers should be trained on how to effectively assess and provide feedback on them. HR can also coach managers on how to have meaningful values-based conversations in one-on-ones and performance check-ins throughout the year.

    Importantly, values alignment should be recognized and rewarded. This could include values-based spot bonuses, peer-nominated values awards, and sharing stories of values role models. The more that "living the values" is seen as a key path to success and advancement, the more employees will be motivated to embody them.

    4. Provide Opportunities for Values-Based Development

    Aligning personal and organizational values is an ongoing process, not a one-time event. Employees need regular opportunities to reflect on, discuss, and practice the company's core principles.

    HR can support this values-based development in several ways:

    • Offering training and workshops on topics related to the values (e.g. a session on active listening for a company that values open communication)
    • Creating self-reflection tools and exercises for employees to consider how they are living the values
    • Facilitating "values circles" where cross-functional groups come together to discuss challenges and successes in embodying the principles
    • Providing coaching and mentoring to help employees navigate values-based dilemmas
    • Curating a library of resources (books, articles, TED talks, etc.) aligned with the company's values

    The goal is to create a culture of continuous learning and growth around the values. This not only deepens employees' understanding and commitment to the principles, but also helps them develop the skills and mindsets needed to put the values into practice.

    5. Model the Values at Every Level

    Perhaps the most powerful way to drive values alignment is through visible, values-based leadership. Employees take their cues from what they see their managers and executives doing, not just what they say.

    HR plays a key role in holding leaders accountable for embodying the company's principles. This starts with leadership selection - assessing and hiring leaders based on their values fit, not just their technical skills. It also means providing coaching and feedback to help leaders grow in their ability to model the values.

    HR can also work with leaders to find opportunities to visibly "walk the talk". This could include:

    • Sharing personal stories and reflections on the values at all-hands meetings
    • Publicly recognizing and rewarding employees who exemplify the principles
    • Making tough decisions based on the values, even when it's not the easiest path
    • Admitting mistakes and taking responsibility when they fall short of the values

    When employees see their leaders consistently living the values, it sends a powerful message that the principles are more than just words on a wall.

    6. Measure and Adapt

    6. Measure and Adapt

    Finally, HR must continuously measure and adapt their values alignment efforts over time. Regular employee surveys and focus groups can provide valuable data on how well employees understand and embody the values. HR can also track values-related metrics such as:

    • % of employees who can name the company's core values
    • % of employees who strongly agree that they see the values demonstrated by leaders
    • % of employees recognized for values-based behaviors
    • Retention rates of employees with high values alignment

    This data can help HR identify areas for improvement and adjust their strategies accordingly. For example, if survey scores on values understanding are low, HR may need to ramp up communication efforts. If retention rates are lower for employees with high values alignment, the company may need to examine its promotion and reward practices.

    The key is to approach values alignment as an iterative process - constantly listening, learning, and evolving based on employee feedback and business needs.

    Conclusion

    Aligning personal and organizational values is no small task. It requires a holistic, sustained effort from HR and leaders at every level. But the payoff is immense. When employees feel a deep connection to their company's purpose and principles, they are more engaged, committed, and motivated to do their best work.

    Moreover, values-driven organizations tend to be more resilient and adaptable in the face of change. When faced with difficult decisions or external challenges, they have a clear "north star" to guide them.

    Ultimately, aligning personal and organizational values is about creating a shared sense of meaning and identity. It's about helping employees feel that they are part of something bigger than themselves - a community united by common beliefs and aspirations.

    That is the true power of values alignment. And it all starts with HR leading the charge.

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