413 - Values Presentation

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?

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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

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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

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“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

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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

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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

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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

[email protected]

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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.

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