Vt Menu Of Services 2010

Values Technology, Inc

What is Values Technology?What can it do for you?

What are the benefits for your Organization?

Confidential: Values Technology, Inc. Organization & Performance Excellence 1

Values Technology, Inc.

Values Technology, Inc. Company Organization & Performance Excellence 2

Value PropositionAlignment through Values:1. Strategy aligns with market and societal changes

Decreases operating expenses and avoidable costs

Improves customer service

Take advantage of new opportunities

2. Organizational communication systems Improves communication to improve efficiency and decrease costs of wasted effort

3. Employee Engagement Reduce turnover

Reach objectives faster and more efficiently

4. Performance & Competencies Increases employee and workgroup productivity

Targets the underlying developmental needs of an employee to improve performance

Identifies and supports gaps in an employees vales that drive behaviors and skills to decrease costs of development, and decrease costs of wasted training effort

5. Recruitment, Selection & Retention Matches the right person to the right job

Develops an adjustable career pathway tailored to the employee as they change over time

Avoid hiring delays

Confidential: Values Technology, Inc. Organization & Performance Excellence

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Organizational Values Lifecycle

▶ All institutions have a “value core” out of which come all their behaviors, rules, and management structures or the “Corporate Culture.”

▶ This “value core” develops through the lifecycle of the organization and is based on the popularly held images of the Executive Team.


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Values Align Culture & Operations to Strategy Values Alignment results in a strong organization where the Values

align each business activity with the values of colleagues and the customer.

Processes & Practices

Retention

Policies &Procedures

BusinessStrategy

CorporateIdentity

Recruitment& Selection

Competencies&

CVPLeadershipDevelopment

Communication

What are the core values that make the corporate identity?

Are they aligned throughout the company?

Are they supported throughout the system and process?

Values Technology, Inc. Company Organization & Performance Excellence 5

Aligning the System through Values Alignment is achieved by consensus on the core values that form the

unique cultural identity of the organization, enabling the core competencies of each position to create competitive advantage in business operations and customer service.

Unclear Value Centre

values ofperson 4values of

person 1

values ofperson 3

values ofperson 2

Leadership Team Core Values

team member values

team member values

team member values

team member values

Reconciling individual goals and values within teams

business team 1

Businessteam 2

business team 3

business team 4

OrganizationalCore Values

Alignment of teams within the organization

Values Technology, Inc. Organization & Performance Excellence 6

Aligning Culture with Strategy through Values

“A well designed strategic management process in which alignment is continually sought between organizational elements, external elements and choice of strategy (Galbraith and Kazanjian, 1986) will include appraisal of organizational culture” (Bennett, et al., 1994). Values Assessment and Alignment appraises the drivers of the elements of the culture as described by Saffold (1988) as “sociological penetration, psychological penetration, historical penetration, and artifactual penetration, elemental coherence, symbolic potency, strategic fit, and alloplasticity.” and the “cultural web” elements described by Johnson and Scholes (1999) as stories, rituals and routines, symbols, organizational structure, control systems, and power structures.”

The Values Assessment enables and activates any Competency model by identifying which competencies are out of alignment with an individual’s Values. This knowledge allows supervisors to coach employees from a Values perspective rather than a skills perspective, because values drive competencies, skills and behaviors. When we tell someone how to behave, even if we give them skill training, they might not have an internal value that supports that skill or behavior and, psychologically, will not practice that skill. We need to work from the level of Values and internal motivation to teach skills that match with competencies required for the position.


Aligning Culture with Strategy through Values

“Identifying misalignments means looking around the organization, talking to people, getting input, and asking, “If these are our core values and this is fundamentally why we exist, what are the obstacles that get in our way?” For instance, many organizations say they respect and trust their people to do the right thing, but they undermine that statement by doing X, Y, and Z…First, you cannot “set” organizational values, you can only discover them. Nor can you “install” new core values into people. Core values are not something people “buy in” to. People must be predisposed to holding them. Executives often ask me, “How do we get people to share our core values?” You don’t. Instead, the task is to find people who are already predisposed to sharing your core values. You must attract and then retain these people and let those who aren’t predisposed to sharing your core values go elsewhere” (Collins, 2000).

“Strategic values are motivating to employees to the extent that they reflect employees' internal affective, normative, and task-oriented values, a zone of existing values” (Paarlberg & Perry,2007).

Alignment of dominant cultural values within society, industry, and the organization will better

position the firm for effective achievement of its objectives (Cartwright & Cooper,1993; Cox & Blake,1991).



Increasing Business Value…..through Human Values.“Values are ideals that give significance to our lives, that are reflected through the priorities that we choose,

and that we act on consistently and repeatedly.” – Brian P. Hall, PhD.

Values Technology, Inc. is anchored by the unique values framework that Dr. Brian P. Hall developed and honed since the early 1970’s. This framework has been validated by academic institutions and tens of thousands of assessments with many global organizations.

Values Technology, Inc. has engineered a multi-cultural values measurement system that accurately identifies an individual’s, team’s and organization’s core values. The system employs a 125 question survey that tabulates one’s values from a past, present, and future perspective, providing an accurate portrayal of motivations and goals to develop competencies, skills, decision making ability and behaviors. Using the well researched and independently validated values measurement instrument based on the Hall-Tonna Theory, organizations can understand the collective values of employees, leadership and the organization, thereby improving organizational alignment to take advantage of market opportunities, improve customer service, and decrease costs of misaligned communication.



Values Technology, Inc. Organization & Performance Excellence

HALL-TONNA VALUES MAP

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Leadership and Organisational Development Pathway

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Case Study 1

Wallenius Lines- A 140+ year old Global Shipping Company with Organizational Change Initiative and Merger with Wilh. Wilhelmsen, a industry leading Global Shipping Services Company.

Creative new organizational culture based on Teaming, Innovation, Empowerment, Customer Satisfaction and Stewardship

Values-based Leadership Development of 60+ Executives Values Survey deployed to 3,000 employees to expedite change and

cultural orientation during merger with Wilhelmsen. Americas Business Unit recently named one of the Top 25 “Great

Places to Work”


Siemens Corporation -- 150th Anniversary Project to Determine the Values of the Organization for the Next 150 Years.

Historical Analysis—values analysis of Werner Von Siemens writings Senior Executive Leadership Development Worldwide Assessment: 8,000 employees in Asia, Europe, North

America, South America; 3 languages—English, German, Spanish Establishment of Corporate-wide Principles Values analysis of regions, businesses, and companies

Case Study 2


Clarica -- A 100+ Year Old Mutual Insurance Company with Cultural Renewal Initiative and Merger with an Global 500 Financial Services Company

Transformed “entitlement” culture to a culture based on self-initiative and interdependence

Created new brand based on Stewardship, Partnership, and Innovation

Values-based Leadership Development of 100+ Executives Online Values Survey deployed to 12,000 employees to expedite

change and cultural orientation during merger with Sun Life. $3B Merger successfully completed in eighteen months

Case Study 3


Misalignment▶ New employees may not be aligned with corporate strategy. Aging workforce has been aligned with Company but

new hires have different sets of Values driving their behaviors which require a new management style to maintain engagement and productivity (Thomas, 2009)..

▶ Engagement: Only one out of three employees is fully engaged in his or her job, according to the Towers Perrin Global Workforce Study (2008). According to that same study, another 28% are partly or fully engaged, whereas 43% are enrolled, meaning they are on the job and contributing, but not putting in the extra effort that could benefit the organization and improve business performance.

▶ Customers want new choices; Global warming and the switch to renewable energy sources are becoming concerns for customers. Company will be pressured by customers to align the organizations choices with a different set of Values than in the past to meet customer service needs. It takes a new set of Values to educate customers about efficiency and new energy sources and help them change their behaviors (Exelon, 2008). The Value chain for the stakeholders does not have common ground at each activity, causing confusion.


Misalignment New regulatory environment requires new sets of Values. A new level of Values are needed to stay ahead of

new regulations, and the future brings a whole new game with concerns over Sustainability like global warming, renewable energy, tighter pollution standards, stricter corporate ethics laws like Sarbanes-Oxley, regional (RGGI, 2010) and EPA greenhouse gas reporting and future reduction mandates (Brandt-Erichsen, 2009), and investor pressure (Acclimatise & IBM, 2009, 2010). According to a study published by MIT Sloan Management Review, “Overall, corporate respondents in the broader survey group deemed government legislation the sustainability-related issue with the greatest impact on their business” (Berns, et al., 2009). In one case, New York’s Attorney General forced agreement from major energy production companies to report “to provide investors with detailed information on the financial risks posed by climate change” (Kerschner, 2009). Values are the drivers of the decisions that allow a company to respond to or lead regulatory changes (Schmidt & McEwen,2007).

Coaching & Development – Lack of career planning, especially planning that is tailored to the needs of the employee. Many employees don’t know what they need in their careers and need guidance, but that guidance can often be misguided and pushed by the desires of the supervisor, rather than pulled by the desires of the employee.

Rewards and Recognition – Lack of recognition, praise and respect that meets the specific needs of each individual. Each employee has a different set of performance motivators that are internal and hidden. It can be challenging to uncover what engages each person to perform at their best.

Work-life Balance – Lack of perceived concern about employee problems; fun not encouraged. The gaps between a persons home life and work life is one determinant of their performance on the job.

Fairness – Not holding Colleagues accountable, not dealing with poor performers. Coaching can be behavioral, and is sometimes mandated to be by different regulations, but effective coaching for leadership and more autonomous work needs to beat deeper level than behavior and skills training. Poor performance may not resolvable because of a distinct gap between values of the person and the organization.


Values Align Culture & Operations to Strategy

…improving organizational performance through more accurate and precise Talent Management. Values Assessment improves the competitive advantages gained from the people in an organization.


Company Integrated Talent Management

Gaps & Challenges Values Technology Resolutions

Aligning Culture (business practices & operations) to Strategy

Values assessment can show the drivers of decisions, behavior and activities, providing insight to make specific changes.

Competencies that drive behavior and skills may be resisted, leaving personnel to wonder why they can’t develop certain competencies well

Ensures that Competencies are intrinsically motivated; “extrinsic rewards are now less important, as day-to-day motivation is more strongly driven by intrinsic rewards (Thomas,2009).

Employee Development is driven by internal motivators that drive behavior

Values make motivational behavioral drivers explicit in a safe way that allows employees to align and improve their motivation to

Colleague Value Proposition will be interpreted differently by people

Values assessment can align an individual’s definition of the CVP with the corporations intentions and ensure that the value chain for colleagues is based on the same elements at each business activity.

Misalignment with industry and societal changes can make a business slow to adapt to market needs, increase costs of compliance and litigation, and miss new market opportunities.

Values assessment can determine Which Values need to be strengthened to respond to and lead the market which increases revenue and improves service and regulatory changes thereby decreasing costs of compliance and litigation

Employee Engagement is difficult to measure due to the high variability of individual preferences

Values assessment identifies sets of values that can be categorized to enable engagement more easily by an organization


Company Integrated Talent Management Gaps & Challenges

Values Technology Resolutions

Relationships are the glue for teamwork that can be very expensive when they fail, negatively impacting customer service and operational efficiency

Values clarification can bridge relationships by making the values of each person more explicit, in a safe way, so that people can communicate with each other and understand what is important to each other.

Communication breakdowns occur because people care about different organizational practices in different ways. Miscommunication increases mistakes and time for service.

This developmental paradigm is the basis for discovering gaps in priorities and world view that get in the way of effective communication. For example, a person at stages 5/6 who is trying to solve a customer problem will view the issues as requiring a tailored and collaborative response. Such a person will listen actively, be open to new solutions, and demonstrate trust and transparency in the relationship. On the other hand, if the customer is at stages 5/6 as we have described while the company representative is at stages 3/4, the experience will be quite different. For this person, the task comes first and relationship and trust second. The stage 3/4 person views solutions as packaged information based on past successful formulas and rules of how things should be done, and is not open to new solutions or to collaborating on new approaches. It is apple and oranges communication. Both parties end up being confused, not realizing that the differences are developmental both parties are coming from different values stages, world-views, and ways of relating. By scanning public documents such as advertising and form letters to stockholders, we have found that similar problems of miscommunication occur in printed communication.


Values Technology, Organization & Performance Excellence 19

Company Integrated Talent Management

Gaps & Challenges Values Technology Resolutions

Work-life balance is misaligned for some employees. The gaps between a persons home life and work life is one determinant of their performance on the job.

Values assessments can identify the specific gaps between home and work life to find new connections with the work to increase engagement and bring natural balance to an employee’s life.

Visions and Missions are often lofty goals, disconnected with the reality of day-to-day operations. Visions and Missions that are created by a leadership team represents the values of the leadership team, but not necessarily the values of the people who need to put it into action every day, in contact with other stakeholders like customers, investors, suppliers, regulators and business partners.

The possibility of achieving a vision is exponentially increased when that vision aligns with the values of the people who are charged with making it a reality. VT makes the tacit values explicit providing a shared language and a guidance system for consistent decisions.

Strategy is operationalized through the decisions made by individuals through the operations value chain. Misguided decisions, however knowledegable, increase costs and limit efficiency.

Over 20 years of validated research has proven that Values Assessments can predict the decisions that someone is most likely to make. Decisions are precursors to behavior and affect how strategy is operationalized. Organizations are driven by the Values of the leadership team followed by the collective values priorities of the employees. Knowing the Values of the leadership team will predict the direction of the organization. Ensuring that employees have matching Values and building “facilitative agents” (Marko, 2006) into the organizational systems will align the values of everyone and every process.

Talent Management can be a complicated change process with disconnected activities.

Values assessment can correlate many of the Talent Management changes and provide a common foundation for every business activity. Explicit values act as a talent magnet with the right motivation drivers.

The Customer Service Value Chain has broken links and value for the customer can be defined differently at each business activity. End users build the Company brand and trigger opportunities for innovation.

Values are the common element throughout the value chain for colleagues and customers, as values drive decisions and behaviors. Values aligns each business activity with the values of colleagues and the customer.


Stage 1: Identifying Organizational Values

Level One: Interviewing of Current Leadership

Analysis of Key Documents

Level Two: Executive/Leadership Audit

Individual Values Coaching

Group Values Exploration

Organizational Survey

Level Three: Values Consensus analysis

Determining the values pathways that form the organization’s identity


Stage OneValues Identification

LevelOne

LevelTwo

LevelThree

ExecutiveAudit

ValuesConsensus

Stage TwoValues Alignment

Leadership & Document Audit

Stage 1 Deliverables

Top 2-3 tiers Executives Purpose & Vision: Executives complete Values Management Inventory 2 hours coaching each executive 2 hour group consensus meeting

Document Analysis - identify values from web pages and documents

Strategic Analysis Report of Organization & Teams


Level 1:Establishing the Values Foundation

Confidential: Values Technology, Inc. & Company Organization & Performance Excellence

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1. Individual Values Coaching of Company X Board and ManagementEach person –

• completes HT Values Inventory online• receives individual values coaching• gains understanding of the developmental

nature of values• is coached to identify their own unique purpose

and values trajectoryPurpose -

• to give each person involved in a leadership position in the values and visioning process an experience of their own value priorities

Individuals Involved from Company:•Board Members (X)•Senior Management (X)•Organizational Excellence Team (X)•Vision Team (X)•Total Persons (X) Each Participant Completes HT Values Inventory•Online access to inventory• $100 / person Individual Coaching Process (conducted by phone) :•Initial Session – up to 90 minutes•Follow up Session – up to 60 minutes•Summary provided after second session•At $600 / person

2. Analysis of Key Documents to Identify Previous Expressions of Company Values Sources include - •Company Core Values •Data gathered by the Team

• Input from Great Place To Work Survey• Vision - draft

Purpose - •to include in the values identification process all previous expressions of Company values

Provide Document Analysis of Values in:•Company Core Values•Vision X number of pages

Minimum $1,000•Data gathered by the X Team (quantity tbd)•Input from Great Place To Work Survey (quantity tbd)•Estimated at $200 per page

• 30 lines per page average• 75 characters per line average

Level 2:Values Input from the Organization

Confidential: Values Technology, Inc. & Company Organization & Performance Excellence

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3. Individual Inventories completed by all Level managersThose involved -•All Level managers not included in group selected for initial individual values coaching Purpose - •To ensure that the values of all Level managers are represented in the alignment process

Establish Values Input from all Level managers•HT Values Inventory completed online•Brief initial feedback in document form

• Individual coaching to be provided later as requested• Inventory plus documentary feedback $200 per person

•Individual values coaching @ $600 (conducted by phone)

4. Survey of Company OrganizationKey factors -•Each participant completes HT Values Inventory online•Each discrete group in Company is fully representedPurpose - •to ensure that the values of the current employees are included and are seen to be included in the process•to provide report of survey results as input to Values Consensus Meeting

Provide Values Analysis from•Representative sample or 100% survey tbd•Level of Feedback to be provided to participants tbd

Voluntary or mandatory participation tbdEstimated participation 30% of total staff

Most cost effective approach to survey organization is to license the VT measurement software for system-wide unlimited use. Price to be determined.

5. Group Values ReportsGroups include - •Board•Senior Management•Organizational Excellence Team•Vision Team•Company Employees (by area? tbd)Purpose - •to identify the priority values of the groups analyzed and to look for similarities and differences that can inform the values consensus process

Strategic Values Analysis of Group Data from:•Board•Senior Management by Levels•Organizational Excellence Team•Vision Team•Company Employees•Group reports $3,500 plus $50 per group member

Level 3: Values Consensus


6. Develop Values Consensus to identify the core values pathways that will be necessary Company to perform with excellence in the future

Process -•Invite Company management to participate•Provide group reports as input to the process•Provide organizational survey report as input•Provide values analysis of documents and statements as appropriate•Group dialogue will identify the priority values Purpose - •To identify the values that motivate and drive the organization

Preparation•Review Input Data Conduct Values Consensus Meeting•Half Day process •Facilitated by 2 Senior VT Consultants Draw Out Organizational Core Values•Process conducted by VT after the Consensus Meeting•Work with Company values team to do this•Based on outputs of the Consensus Meeting•Draw out Values Tracks from Consensus Values•Identify “gaps” in Values Tracks•Create statement for each Core Value Track expressed in the language of the organization

7. Conduct accreditation workshop to train selected internal Company staff in interpretation and application of values information

•Individual values - analysis and feedback•Group values analysis – understanding and application

Conduct Accreditation Workshop•Identify persons who will form Values Team within Company•Time required – 4 days•Date proposed – tbd•Est. attendance – 4 or 5 persons •2/3 Senior VT Consultants•$3,000 per participant

Stage 2: Education & Alignment Rollout

Level Four: Education initiative

Roll out values identity to the whole organization

Level Five: Alignment of practices

Include roles & development

Dialogue, hiring, succession planning

Level Six: Measurement & Planning

Strategic planning


Stage Two

Values Alignment

LevelFour

LevelFive

LevelSix

AlignmentOf Practice

MeasurementPlanning

EducationOf Practice

Level 4: Communication & Education


8. Facilitate values education program throughout the organization to ensure that• Each person is introduced to the new expression

of the core values and understands what they mean to the daily operations of Company

• Each person in the organization is given an experience of their own values in such a way the s/he is able to connect their individual values with those of the organization

• Opportunities are provided for each person to join a dialogue about how the organization’s core values are being implemented in practice

Values Introduction Program•Conduct introduction workshops•Lead by Company leadership•Designed with Values Technology•Supported by VT Senior Consultants•2-3 hour sessions

Values Education Timeline•First Quarter 2011

9. Create a sustainable values program to develop and maintain the focus on the Core Values• Create mechanisms that make it easy to introduce

new hires to the Core Values• Create a responsibility within Company for

developing and maintaining the focus on the Core Values and how they are operating in the company

Values Introduction Website•Customized for Company•Easy introduction to values for new hires•Each person gets easy to read feedback•Each person is introduced to the values of the organization•Opportunity to compare individual values to organization values•Individual information is confidential

Values Introduction Website Timeline•Available First / Second Quarter 2011

Level 5: Values Integration


10. Review and adjust the alignment of Policies, Practices, Procedures and Behaviors so that they are consistent with the new expression of the core values• Values Technology consultants will be available to

guide the initial review process and will provide ongoing support as needed

Training in the Alignment Process•Company staff trained in process•VT Consultants act as guides

11. Values information provides input to Role Definition and Level Definition in application of Requisite Organization

• Role Definition• RO Level Definition• Hiring• Performance Evaluation/Employee Development

Dialogue• Succession Planning

Values Information Provided.•Process to be defined

12. Create a network of Values Councils that look at how the Core Values are being lived in Company

• Local councils at department level meeting monthly• Central council with representatives from local

groups• Intranet site to share learning• Facilitation training for participants

Create Values Councils .•Develop template for Values Councils•Determine how many councils to set up•Appoint guide for council process•Evaluate process quarterly

13. Developing Leadership who operate on the basis of the Core Values

• Process will depend on the Core Values that emerge

Evolving Leadership Development explicitly in line with the Core Values•Content will depend on the Core Values

Level 6: Values–based Strategic Planning


14. Provide license to Values Technology’s web-based measurement tools

• Set up multi-year licensing agreement• Train Company staff in the use of the tools• Develop values database to track the evolution of

the culture• Provide ongoing support

Annual LicenseTypically priced at $100,000 to $150,000 per year for an organization of 2,000 people. Benefits include,•Unlimited individual and group reports•Track evolution of culture over time•Introduce new hires to the organization’s values•Calibrate team development•Develop and maintain consistent branding

15. Facilitate the use of the Company values database for strategic planning• Measure the evolution of the culture on an annual

basis• Initial values survey conducted in Stage One

provides a benchmark against which future assessments can be measured

• Future values measurements of the culture are compared to initial benchmark to chart progress

• Use the core values as a foundation for developing a congruent and energizing vision of the future and using that vision to guide strategy

• Enhance brand coherence by increasing the level of understanding of Company’s value priorities and how they connect to value priorities of intended markets

• Continue to deepen understanding of the accreditation process to ensure enough people in the system are trained to read and apply values information.

• Provide a web-based chat room for internal practitioners to meet with others inside and outside the organization to further their values education

• Use the cultural database to inform future mergers, acquisitions and partnerships.

Use of Strategic Values Information•Building values understanding in Company staff

• Workshops to deepen understanding of values

• Training in benchmarking the culture using values

•Providing tools to supplement learning• Web-based conference tools to connect

internal practitioners with external practitioners

•Using values to assess training and development programs

• Ensuring the values profile of training programs is aligned with the core values of Company

•Using values information in the hiring process• Ethical considerations and ways to use values

effectively when hiring

Stage 2 Deliverables

Roll out to total organization All employees complete Values Management Inventory Strategic Analysis Report of organization & teams Executive group completes envisioning process Total organization meets through video conferencing (or other) where

executives present the vision & values to the organization


References Acclimatise & IBM. (2009). Building business resilience to inevitable climate change. Carbon Disclosure Project Report. Global Electric Utilities. Oxford.

Retrieved April 7, 2010, from http://www.acclimatise.uk.com/resources/reports.

Acclimatise & IBM. (2010). Building business resilience to inevitable climate change. Carbon Disclosure Project Report. Global Mining. Oxford. Retrieved April 7, 2010, from http://www.acclimatise.uk.com/resources/reports.

Bennett, R.H., Paul A. Fadil, P.A., Greenwood, R.T. (1994). Cultural alignment in response to strategic organizational change: new considerations for a change framework. Journal of Managerial Issues, 6, 4. University of Pittsburgh.

Berns, M., Townend, A., Khayat, Z., Balagopal, B., Reeves, M., Hopkins, M., Kruschwitz, N. (2009). The business of sustainability: Findings and insights from the first annual business of sustainability survey and the global thought leaders’ research project. Boston, MA: Massachusetts Institute of Technology.

Brandt-Erichsen, S. (2009, September 23). EPA Issues Mandatory Greenhouse Gas Reporting Rule; Monitoring To Begin January 1, 2010. Retrieved April 5, 2010 from http://www.martenlaw.com/newsletter/20090923-epa-issues-ghg-reporting-rule.

Cartwright, S., Cooper, C.L. (1993). The role of culture compatibility in successful organizational marriage. Academy of Management Executive, 7, 2, pp.57-70.

Collins, J. (2000,June). Aligning action and values. Retrieved April 6, 2010 from http://www.jimcollins.com/article_topics/articles/aligning-action.html.

Exelon. (2008). 2020: A low carbon roadmap. Chicago: Exelon Corporation.

Johnson, G. & Scholes, K. (1999). Exploring corporate strategy (5th Ed.). Prentice-Hall.

Kerschner, S. (2009, March). Power companies agree to expanded disclosure of climate change risk in landmark settlements with New York attorney general. Environmental Disclosure Committee Newsletter 6, 1. Chicago: American Bar Association.

Marko, P.W. (2006). Exploring facilitative agents that allow ego development to occur. Unpublished Doctoral dissertation. Saybrook Graduate School and Research Center.

Paarlberg, L.E., Perry, J.L. (2007). Values management: Aligning employee values and organizational goals. The American Review of Public Administration, 37, 4, pp. 387-408

RGGI- Regional Greenhouse Gas Initiative. (2010). CO2 Allowance Tracking System. Retrieved April 19, 2010 from http://www.rggi.org/tracking.

Saffold, G. (1988). Culture traits, strength, and organizational performance: Moving beyond strong culture. Academy of Management Review 13, pp. 546-558.

Schmidt, J.D. & McEwen, C.A. (2007). Mindsets in action: Leadership and the corporate sustainability challenge. Avastone Consulting.

Thomas, K. (2009). Intrinsic Motivation at Work: What Really Drives Employee Engagement. San Francisco: Berrett-Koehler.

Towers-Perrin. (2008). Closing the engagement gap: A roadmap for driving superior business performance.


http://www.acclimatise.uk.com/resources/reports

http://www.acclimatise.uk.com/resources/reports

http://www.martenlaw.com/newsletter/20090923-epa-issues-ghg-reporting-rule

http://www.jimcollins.com/article_topics/articles/aligning-action.html

http://www.rggi.org/tracking

Vt Menu Of Services 2010

Business

values technology

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values assessment

values of colleagues

level of values

individuals values

new core values

value core