Posts Tagged ‘core values’

Tell It Like it Is

Saturday, February 11th, 2012


We have been interviewing for several new roles at my company. We have a different attitude than most about hiring – we lay our cards out on the table – we ask the candidate to do the same – so both sides have the facts to assess whether the opportunity is truly the right fit. No games. No surprises.

As we explain this process to our candidates, they look at us in disbelief. Few companies share what really happens in the workplace in the workday. Fewer companies are honest about the expectations, challenges and opportunities of the role. And we win candidates in right away with our process. We set the stage that we base all decisions on learning and using the facts.

Sure, there is more to it – we first use a talent matrix to create a talent and skill profile for the role. We use this to craft our job descriptions and ads – we are up front and honest about the core abilities needed to be successful in the job. We require candidates to take a talent assessment and we use talent-based interview questions to determine whether the required talents and skills exist in the candidates we consider. It’s a logical and very effective process.

Here’s the point. We tell it like it is; there are no surprises when a candidate starts with us. This set the stage for a powerful relationship between the candidate, management and the organization. Candidates know we are straight with them and that we have the same expectation of them. And if they make it through our process, they then know that we expect the same behavior – to tell it like it is – as they encounter the things in their jobs.

Employees who feel they are lied to or are given only half of the truth, disengage quickly from companies. And with the contact power of social networks, this information quickly gets around. Better the world know you for your honesty, integrity and accuracy than for your inaccuracy and untrue embellishments.

We tell it like it is when it comes to performance expectations. Every employee knows what he needs to do.

We tell it like it is with our core values – what behaviors we expect and insist on in the workplace.

We tell it like it is with our customer service expectations – what “done right” is and how to build customer loyalty.

We have found that we can’t be successful basing any part of our business on smoke and mirrors – from hiring to daily employee performance. We need (and insist) that our employees (and management) tell it like it is. Otherwise, how can any of us consistently determine the best response?

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Core Values – They Tell The World What You Stand For

Monday, July 25th, 2011

Once a year, on January first, my family’s tradition was to celebrate the new year with a walk to the beach (we lived on Cape Cod), have a great dinner (we’re Italian – food is the way to celebrate everything) and then get to writing New Year’s resolutions. This was the one formal time of year we were reminded that to advance in life, not only do we need a plan, but we need to be clear about who we are and what we stand for.

Most organizations could benefit from a similar process of clearly defining their core values – what they stand for. Company core values can do the following:
1. They clearly define the behaviors the organization commits to in its day-to-day activities – it defines beliefs and performance commitments.

2. They tell job applicants what they can expect in the workplace – and attracts A-level talent (great employees want to work for organizations who share your values – and to share the values, they must know your values).

3. They share with clients or customers the core behaviors customers will find in dealing with employees (and creates a standard of performance).

4. Distinguishes the organization from others and openly shares its commitment to excellence.

Core values are so critical that in the Zappos culture, all job interviewing includes an assessment of the candidate’s talents/skills as well as an assessment of values fit. Both components are required for an employee to not only get the job but also to keep the job.

Here are the 10 core values of my organization:
1. Consistently deliver an extraordinary client “experience.”
2. Embrace and drive change.
3. Be creative, solutions-focused and open-minded.
4. Build a positive team and family spirit.
5. Always learn and grow.
6. Communicate openly, honestly and respectfully.
7. Be accountable – do your share.
8. Add value and make a difference.
9. Be a force for good in the community.
10. Have fun and keep it real.

Values create organizational culture; culture inspires employee performance and customer loyalty. At least once a year, like my Italian family, go through an exercise of defining (or redefining) your guiding beliefs and values.

What are your values and what do they tell the world about your organization, workplace, client experience and focus on excellence? Why should the best work for you or buy from you?

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