Company values ​​are the basis of corporate culture. How to convey corporate values ​​to every employee

Every successful enterprise must have its own rules and principles that will guide all employees. The company’s values ​​not only help stabilize relationships within the team, but also have a positive impact on interactions with clients, suppliers and partners. In our article we will talk about how to prepare the right corporate values ​​and implement them into the work process of a subordinate organization.

The meaning and impact of company values

The growth and development of a company depends on many nuances, among which one very important factor can be identified - the presence of a single goal and subordination to the common idea of ​​all personnel. Each employee (from the lowest level to top management) must contribute to the common cause and understand the importance of their work. It is this approach that serves as the basis for the formation of the values ​​of a successful company.

However, in practice, there are often situations when employees of a large organization are aimed exclusively at solving the problems of their department. In this case, we can safely say that the company’s corporate culture is not sufficiently developed. Creating company values ​​and introducing them into the activities of the enterprise will help each team member feel like part of a single whole and get ready to work with full dedication. The first thing to focus on is trust.

Focusing on the company’s value system and understanding its importance, staff will not commit actions that go beyond established norms. By introducing such a principle as trust, you will increase the level of corporate culture and improve relationships within the work team. Trust helps employees become more open, treat non-standard situations as typical moments, and also not be afraid to help each other.

Of course, when forming corporate values, it is impossible to foresee all the nuances that may arise during the work process. But it is the company’s values ​​that serve as the guideline for employees that will guide them in each specific situation.

The correct way out of any non-standard situation will be to take an action that contributes to the achievement of overall strategic goals and meets the established principles of the enterprise. Conversely, if the decision made is contrary to the overall mission and values ​​of the company, then it will negatively affect the entire work of the organization. Corporate culture directly depends on basic principles companies.

Development strategy, norms and principles are purely individual concepts for each enterprise, but this does not negate the need to create them. It is the presence of company values ​​that allows employees to feel comfortable in a team and effectively perform their work for the benefit of a common goal.

Strategic profitability is aimed at forecasting demand:

• for the company's products;
• in accordance with the acceptable level of profitability;
• taking into account the customer base, market share and specific sales volumes;
• in niches, industries and regions relevant to the organization.

When making forecasts, it is imperative to take into account socio-economic, political, scientific, technical, environmental factors, size investment fund, advantages over competing companies, as well as trends, risks and possible options business development.
Proactivity presupposes the ability of staff to adequately respond to any non-standard situations and overcome them with dignity, as well as structure their activities in such a way that the likelihood of consequences threatening the success of the company is minimized. Moreover, as a company’s value, it implies not only the perception of the current situation, but also assistance in creating the most favorable conditions for the development of the organization (such a policy is also called market-making).

Innovation– the ability to track current trends, predict new trends and introduce fresh ideas before competing enterprises do. Mastering this value also makes it easier to master the skills of proactivity.

Competitiveness includes the creation and development of advantages that give the company the opportunity to occupy a worthy place among competitors in all markets - customers, suppliers, investors and labor. In addition, as a company value, it implies conducting a systematic analysis of the activities of rival organizations, comparing their results with the achievements of one’s own enterprise, as well as studying the main aspects of competition in the context of leading groups of buyers and main investors.

Efficiency– a principle aimed at creating the prerequisites for increasing production and sales growth at or above the predicted level in comparison with the resources expended (finance, time and labor).

Sociality– willingness to invest the company’s funds in improving the quality of life and increasing the level of qualifications of personnel. The level of productivity from the team will depend on how comfortable the working conditions are.

Customer focus– understanding that the interests of the customer, as well as satisfying his requests and needs, are of primary importance for the successful functioning of the company in the consumer market. The main aspects of this principle are:

• satisfying consumer demand and stimulating its growth;
• Creation competitive advantages for special groups of buyers;
• deepening demand (increasing the range of goods and services);
• generating interest in innovations introduced to the market prepared by the organization.

Initiative– this is the desire to perform work as efficiently as possible and constantly improve your performance, without being afraid to prove yourself.

Teamwork– these are common values ​​that are aimed at achieving the success of the company, as well as the mutual development of management and rank and file.

Achievability– this is a constant movement forward. It is determined by the number of goals, the level of commitment to their implementation, as well as the speed of setting new tasks.

Mutual obligation implies the fulfillment of promises and undertaken obligations in relation to others: clients, partners, colleagues.

Controllability. The essence of this value lies in the level of control of subordinate units by the commanding staff. Its manifestations include: adherence of individual workers and services to one common goal, administrative orders and the absence of violations of internal regulations.

Quality– compliance of the company’s activities with the needs of its customers, systematic improvement of the properties and characteristics of the products produced (services provided).

Dignity is to respect the personality of each employee of the enterprise (the results of his work, personal problems, etc.).

Non-conflict. This value implies peaceful existence in a team, the desire to avoid conflict situations and the ability to reach a compromise on mutually beneficial terms for both parties.

Orderliness manifests itself in a rational approach to the distribution of working time, labor and material resources.

Competitiveness implies the desire of employees to differ from their colleagues in better side. This value is visible when comparing specialists from the same department with each other.

Synergy– an additional energy impulse, which is the result of the fusion of various success factors inherent in the company as a single whole.

Determination noted in the desire to complete all assigned tasks, as well as demonstrate initiative in developing new ones.

Strategic is to understand the main goals of the company and build its labor activity.

Stability– maintaining balance in all areas of the enterprise’s functioning (permanent staff, internal regulations, customer turnover and profit level).

Market leadership– ahead of rival organizations due to the presence of competitive advantages and unique qualities. Many factors contribute to achieving value: an impeccable reputation, the right business development strategy, and the desire to create innovative products.

Safety consists in resistance to threats of various nature (both internal and external) that can cause damage to the company.

Career– another example of the company’s value, which lies in the opportunity for employees to move up the career ladder. Career is closely related to extra-job development, that is, increasing the influence of an employee in accordance with his role in the organization.

Thrift– reducing the resources expended during work to a minimum, provided that this does not in any way affect the quality and final result.

Those who attended school, college or institute probably remember that the material taught was best learned during seminars. That is, in those classes in which the student was given the opportunity to independently develop plans, solve problems, participate in discussions, ask questions, etc. This approach is also relevant for business.

Involving company employees in the preparation and discussion of the project being implemented will bring greater benefits than an order from management. This means that staff are more likely to be guided by the company’s values ​​in the creation of which they were directly involved, rather than those imposed from above.

We propose to consider an approximate algorithm for the formation of the main principles of the enterprise:

Step 1. Organize a small working group in each department of the company. If there are few people in the department, you can involve everyone.

Step 2. Set each member of the working group the task of writing ten principles that should primarily guide company employees in their relationships with colleagues, clients and partners, as well as in the course of their current activities. Advise people to use nouns and short sentences when expressing values, such as “Communication”, “Commitment”, “Teamwork”, etc.

Step 3. Now make a general list, removing duplicate names. Try using a flipchart. It will help unite the team and allow each employee to participate in shaping the company’s values. Take a sheet of paper and divide it into several parts. Then distribute all the principles into groups depending on their meaning. In order for the idea of ​​the proposed value to be accessible to everyone, it is better for the author to explain what he understands by it.

Step 4. Once you have compiled your list, invite employees to discuss it. To participate in this process, you should not invite more than 20–25 people, and if the team size is very large, invite no more than one or two representatives from each department.

Step 5. The final stage is to approve the list of values ​​of the company's employees and send it to management for consideration. After approval by management, all established principles should be recorded in the regulatory documents of the enterprise.

Unfortunately, in many organizations, the participation of management ends at the stage of signing the papers (sometimes the provisions in which the principles are recorded are uploaded to the Internet). Disinterest on the part of management can significantly reduce the effectiveness of the implementation and operation of corporate values. An incentive system that will encourage company employees to organize their activities in accordance with accepted principles will help to avoid such an outcome.

The tasks of the enterprise management also include:

1. Systematic communication with subordinates in an informal setting.
2. Demonstration of compliance with corporate values ​​through personal example.
3. Create jargon that will reflect the organization's signature principles.
4. Regularly conduct classes aimed at repeating the company’s values ​​with employees of all departments.
5. Recording various corporate stories and communicating them to subordinate specialists.
6. Development of an incentive system for those employees who try to comply with all established values. The public can be involved in this process. For example, establish a competition, the winner of which will be selected by open voting.

This brings us to the end of our article about the company’s values. We sincerely hope that you were able to find useful ideas for your business in it. It is possible that some thoughts became a discovery for you, but some turned out to be simply interesting fact, which expanded our understanding of the complex sales process. Which of the points presented did you want to put into practice? How satisfied are you with how your business is going? Analyze your answers to these questions, then our article will be able to leave a significant mark on your consciousness.

Remember that if you have any questions, doubts or even objections, you have the opportunity to write to us by email [email protected] or use the feedback form on the official website. Experienced business coach Evgeny Kotov, founder of the training company Practicum Group, will be happy to answer them, and perhaps discuss with you, because truth is born in a dispute.

See you again!

The values ​​of any company are a basic element of its corporate culture. It is the values ​​that largely determine the rules and norms of behavior, the principles of performing work and interacting with colleagues and clients, and, therefore, the effectiveness of the work of the entire team depends on the values. Therefore, the formulation, description and further implementation of values ​​is an important matter. Moreover, with really working values, the company’s corporate culture can even become its competitive advantage: employees (real and potential) will dream of working in such a company, and clients and partners will dream of working with it.

The topic of corporate culture is closely related to employer branding. That is why we decided to review the values ​​of the best employer companies included in the Russian Universum 2017 rating (business and engineering ratings for professionals and students). There were 127 such companies in total, but in official open access sources (corporate websites of companies, their non-financial reports) it was possible to find values ​​for only 111 companies, which were used in the analysis.

An important observation is that values ​​have practically stopped being written and published on websites “for show”: most companies, including Russian ones, actually work with their values, developing original and interesting formulations and descriptions. Another question is to what extent these values ​​are actually respected within companies (but that’s a completely different story).

It is interesting that not all international companies have information about values ​​on their Russian-language pages, while such data is most often presented on global websites. In such cases, English language language and descriptions of values ​​were used in the analysis.

A review of the values ​​of the best employer companies found that companies typically publish 3-7 of their core values, and this number seems to be optimal: so many values ​​are easy to remember and can really capture and convey a company's culture. There were also companies with one value and those with more than ten. Sometimes only statements of values ​​are present, but more often they are accompanied by brief description, the content of the value is revealed. A unified interpretation is necessary: ​​sometimes the same value formulation hides different meanings in different companies. For example, for the Mercedes company, the professionalism of employees lies in their development (“ The employee’s desire and desire to develop”, “Supporting the company by organizing training"), for McKinsey&Company - in compliance with professional standards, and for Gazprom - in development, and in maintaining discipline, and in knowledge (" Deep knowledge of your specialty, timely and high-quality completion of tasks, constant improvement of knowledge and skillsth»).

Another option for publishing values ​​is the absence of a brief formulation in the presence of an extensive description. The disadvantage is obvious - it is difficult to remember quickly. In our opinion, the best option is when a short, easy-to-remember statement of values ​​is revealed with the help of a short description, thanks to which a unity of understanding is achieved. It is best if this wording is truly unique (that is, not just, for example, “cultural diversity”, which is used by several well-known companies at once, but “Open to different ideas and cultures” (HSBC company)).

Having collected a fairly extensive array of data on company values, we tried to group them according to their meaning, as well as highlight the most popular ones. Here are the TOP 10 most popular values:

№	Values	Number of original values ​​in the group
	People - company employees
	Professionalism, quality of work and responsibility to clients
	Clients and consumers
	Honesty and justice
	Corporate and social responsibility
	Efficiency and effectiveness of work
	Innovation
	Complex tasks (challenge) and development
	Ecology
	Leadership and Excellence

Sometimes one company devoted several of its values ​​to one topic at once, and therefore the number of original values ​​in the group often exceeds the number of companies from the rating that appealed to them.

It’s interesting that companies that occupy the top positions in Universum’s rankings of the best employers often include in their lists of values ​​unusual values ​​that are not included in the TOP 10 most popular ones, and which really distinguish them from other competing companies in the labor market . For example, PepsiCo with the value " Balance short-term and long-term plans»: « In every decision we make, we strive to strike a balance between short-term and long-term risks and benefits for the company. This helps us create the basis for sustainable business growth and ensure the relevance of our ideas and solutions today and in the future", or Danone with value " Proximity»: « Being closer means understanding better. And understanding is inherently the key to agreement».

At the same time, there are also companies whose values ​​boil down to the ten themes highlighted above, and they are usually located in the middle or lower part of the rankings of the best employers.

The first three most popular groups of values ​​will be discussed in detail below.

1. People - company employees

The slogan “people are the most valuable thing” fits well with the ideology of the best employer companies (and maybe that’s why they are included in the list of the best?), since the topic of people and employees is far ahead of all other topics in popularity. It is even impossible to determine in which companies in which industry it is more popular - this value is used everywhere. Additionally, this theme is a winner in terms of how many companies have dedicated two, three, or even five (like Goldman Sachs) of their core values ​​to it.

Most often, the values ​​of this topic describe either the rules of interaction in the company, or how the company wants its employees to be. The meaning, of course, remains the same, just a different presentation, and, accordingly, a slightly different perception. In addition, you can immediately assess which audience the description of values ​​is primarily aimed at - candidates, current employees, or even, for example, real and potential partners of the company.

Companies that use this theme as one of their core values ​​typically try to convey the following messages:

Importance teamwork, cohesion, mutual assistance. For example, in Rosatom the “Unified Team” value is: “ We are all Rosatom. We have common goals. Working in a team of like-minded people allows you to achieve unique results. Together we are stronger and can achieve the highest goals. Employee success is company success».

- Mutual respect in the company (between employees, and from management to employees). An example is “Respect each other and succeed together” - a value of the PepsiCo company: “ Our overall success depends on mutual respect within and outside the company. We must work together as a team and find it easy mutual language together. We value the individual achievements of each employee, but at the same time recognize the importance of working as a team to achieve common goals».

- Caring for people and them development. Samsung: " A company is, first of all, the people who work in it. At Samsung, we create for employees. ample opportunities allowing them to fully realize their potential».

- Confidence. P&G: " We respect our P&G colleagues, customers and consumers, and treat them as we would like to be treated by others. We have confidence in each other's abilities and intentions. We believe that people work better when their relationships are based on trust.».

2. Professionalism, quality of work and responsibility to clients

It turned out that the second most important topic among the values ​​for companies was their professionalism and the quality of the product they put on the market. This is quite logical - after all, their reputation and the desire of partners to work with them, and, therefore, business revenue depend on it.

In this case, it is also difficult to say that the value of high-quality work performance prevails in a certain type of company by type of activity, since a variety of companies appeal to it - automobile, oil and gas, financial, telecom, and many others. However, it can be noted that absolutely all companies engaged in auditing and consulting and present in the first hundred of the Universum rating highlighted this parameter as one of their key values.

Here are some meanings that were combined into the value of professionalism and quality work:

- Discipline(compliance with deadlines and standards, ethical standards). Deutsche Bank: " We operate under rules that oblige us to deliver on the promises we make to our clients - no excuses are accepted. We achieve high production efficiency by doing everything right the first try.».

- Perfectionism(impeccable performance of work), and an example from Samsung: “Impeccability” - “ Everything Samsung does is driven by a passion for excellence and a commitment to delivering superior products and services to the market.».

- Decisions based on data and analysis(the main idea is that all decisions must be truly justified). Adidas: “Based on the facts”: “ We use only reliable information and rely on facts when making a decision or taking an action».

- Employee development(which gives them the opportunity to do a better job and improve professional level) - at RaiffeisenBank, professionalism is revealed, among other things, through the following meaning: “ We have extensive experience and constantly improve the knowledge and skills of our employees».

3. Clients and consumers

In third place in popularity was the value of the client and his well-being. Again, everything is quite logical: the inherent value of the client leads to the fact that the company’s employees serve him better and try to please him in everything, and a satisfied client is the key to the success of any company: he himself will come back again, and can help with recommendations, and all this will have a positive impact on both reputation and financial success.

Different companies that talk about the value of clients and consumers have the following meanings of value:

- Client interests(for example, Sberbank - “Everything is for the client”: “ All our activities are built around and for the interests of our clients. We want to surprise and delight customers with the quality of services and attitude. We exceed customer expectations»).

- Creating value(BCG - “Creating Value”: “ We strive to create value for our clients that is many times greater than the original investment. We create tangible positive change, not just generate presentations or ideas»).

- Customer trust(VTB - " We work to maintain our greatest value - customer trust.»).

- Knowledge and understanding of clients(Sibur - “Knowledge of the Client”: “We pride ourselves on knowing our client’s needs in detail. This knowledge allows us to always be one step ahead, offering solutions to the client, anticipating the need for them.”

At first glance it may seem that this group of values ​​can be combined with the previous one, but they have a fundamental difference. When the cornerstone is quality product- the main emphasis is on simply presenting a good product to the client, upon his request. But when the focus shifts from the product to the client, the interests of the client come to the fore: not just provide him with what he wants, but identify his needs and requirements, make sure that with the help of the product he actually achieves more, perhaps even offer him a decision he himself had never even thought about before.

Main conclusions from the study

1. Most of the values ​​of leading employer companies can be boiled down to a list of about twenty themes ().

2. There is practically no correlation between the scope of companies’ activities and the specific values ​​that they position as key (with the exception of the already mentioned value of quality of work, which is especially important in consulting, as well as ecology - companies that produce harmful or harmful products are mainly interested in this value). environmental products (automobile and tobacco companies), or harmful to the environment in the production and extraction process (energy sector, furniture production).In addition, almost all automobile companies present in the Universum rating name safety and speed as their values.

3. It is worth noting the absence of pronounced “regional” specificity in the choice of values ​​- Russian companies use exactly the same values ​​as international companies operating in Russian market. The only exception is the values ​​describing cultural diversity and discrimination: Russian companies seem to encounter such topics infrequently, and therefore do not include them among their core values, as international companies do.

Registration of valuables

The solution looks original when all the values ​​are combined into a single concept. For example, it is hardly a secret to anyone that MTS in its communications (not only as an employer company, but also as a service provider to the public) appeals to the word “simple.” As a result, they also formulated their corporate values ​​in this vein:

The pharmaceutical company Bayer has a similar solution, but it is not fully adapted to Russia. Thus, the company’s values ​​are based on the value of life, and therefore the culture was based on the following values: leadership, integrity, flexibility, efficiency, which ultimately add up to English word LIFE - life.

Another interesting solution, which, however, is more suitable for communicating values ​​to an internal audience, is the connection of values ​​with something that is understandable only to people who are familiar with the company, or the use of concepts that reflect the local culture and are not used in other languages. For example, Uniqlo, a Japanese clothing brand, named two of its four core values ​​as Japanese concepts without translating them into other languages: “Shin Zen Bi” (“ Truth, virtue, beauty. The search for authenticity and excellence"), and "Zen in Keiei" (" Be the main players in the company at any level»).

I also really liked it when values ​​are accompanied by some kind of visual content. For example, Mars accompanied its values ​​with videos (though only on English language. Video example for the value "Quality".

Rosbank accompanied its key values ​​with images:

- Team spirit

- Innovation

- Engagement

- Reliability and responsibility

Values ​​designed in this way are easier to remember. Accordingly, the learned values ​​begin to be reflected in the behavior of employees, and as a result, they are quickly implemented and change the company’s culture in the necessary direction.

A new employee is usually told about the company's core values ​​when hired. Each item on this list has important, therefore, an entrepreneur, when creating a list for his organization, must carefully select what is truly relevant. The company’s core values ​​must not only be declared, but also constantly supported in the work process, so the choice must be combined with both the field of activity and the peculiarities of business legal entity. When making a decision for your organization, it would be a good idea to study the experience of large companies.

Organizational values

Strategic profitability can easily be called dominant in this list. Company employees must understand what the demand is based on and be able to make reasonable forecasts for the near future (and the planning department for the rather distant future). The workers' task is to evaluate the assortment and profitable standards. As part of the work to determine strategic profitability, you need to be able to analyze the chosen niche, your region, customer base, and market share.

Creating company values ​​in the aspect of strategic profitability involves taking into account the conditions of the economy, society, politics, science, technology, and ecology. Market research is required and investment opportunities are considered. The company must clearly formulate the advantages that allow it to stand out from its competitors and develop them. You need to know market trends and the risks that entrepreneurship entails. The development of tangible and intangible assets involves the development of several alternative ways to achieve what is planned.

Proactivity

One of classic examples the company’s values ​​are the ability to respond not only to an event that has already occurred, but also to one that is still only “on the horizon”, predicted by the strategic development department. The company must be able to deliver a “pre-emptive strike”, analyze the present and future, and combat negative trends in the market and specific business. At the same time, it is assumed that conditions will be created that are beneficial and optimal for the enterprise. You need to be able to not only flexibly adapt to external changes, but also initiate changes in the situation in your favor. Market formation involves development “ahead of demand.”

Innovation

While the previously described examples of company values ​​are usually told to employees during interviews and hiring, and reminded at internal meetings and meetings, the desire for innovation is an aspect of the organization’s strategy that is also used in advertising purposes to create a positive image among customers. This term is commonly understood as the ability, within the framework of one’s own initiative, to formulate new solutions and approaches to known problems. The concept of the company's value “innovation” includes the speed and completeness of the implementation of innovation. To attract the attention of the client and rightfully prepare for the fact that the organization really strives for innovation, you need to be ahead of competing firms in this aspect.

In fact, proactivity is only available to a company that is already working with innovation. Otherwise, it is simply impossible to strike a “preventive strike” - there will not be enough technical and information capabilities to conquer the market of the future based on forecasts in the present time.

Competitiveness

Everyone has heard about this example of the value of companies, even people very far from the world of entrepreneurship. The term usually denotes the ability to form and promote some advantage that distinguishes the organization from competing enterprises. The main idea is to attract customer attention, investment, highly qualified personnel and the best suppliers.

Speaking about competitiveness as a corporate value of a company, they assume regular comparative analysis with key rivals in the chosen market area. In this case, it is necessary to take into account all the important signs, control the focus of competition and assess the direction of development of the priority client community. For this purpose, calculations are made on the basis of the main assortment. Additionally, it is important to assess investor interest in the company and its competitors, and to take measures to differentiate it from other companies in the same market sector so that investment flows specifically into this business.

Efficiency

The idea behind this element of a company's value system is the ability to achieve growth beyond expectations. Analyze the volumes of the product produced, generated useful information, services provided and transactions completed. Calculate the ratio between the result and labor costs, material and time resources spent in the work process. It wouldn't hurt to spend comparative analysis achieved and planned to be achieved. This type of work is a comparison of efficiency and effectiveness.

Social aspects

Entrepreneurs have long understood that only a business that is actively promoted in society can be successful. Sociality is an example of an organization's value that reflects the desire to improve the environment. An organization can be proud of its activities if attempts are made to develop the staff, improve the locality, and improve the quality of life and level. If an organization is willing to make losses to achieve this goal, a positive image is formed that attracts the attention of a wide audience.

Closely related to the value described is customer focus. Organizational specialists must constantly monitor the characteristics of the target audience and be aware of the customer base, taking care of the interests of everyone. There are many ways to realize this value - stimulating more active demand and satisfying, deepening what already exists. At the same time, it is necessary to work on creating competitive advantages that will be appreciated by the highest priority client group. The company’s task is to work to create demand for the new products it offers, assessing not only the present, but also the prospects for the near future. Although at first glance such value may seem important only to the business itself, in reality, being customer-centric brings benefits to both sides of the process.

Initiative and teamwork

Only a company whose corporate culture encourages not just efficiency, but a focus on improving results, can count on success. The staff must be motivated so that everyone strives to perform the tasks assigned to them efficiently, achieving best results. This has a positive effect on the organizational environment and, in the long term, improves the results of the enterprise as a whole. At the same time, it is important not just to put pressure on employees, forcing them to strive for improved performance, but to formulate the right motivation, which will allow every person employed in the company to truly sincerely strive for success. This approach shows the best results.

The desire and ability to work in a team is another value closely linked to the company culture. We are talking about the unity of personnel, the desire for uniform goals. The team must work consistently, synchronizing actions to achieve the desired goal. The manager’s task is not just to control the process, but also to create conditions in which all team members can develop their skills and abilities. This applies not only to executive tasks, but also to managerial ones. If an organization has several divisions, the manager’s task is to create a corporate culture that would stimulate interaction between divisions.

Move forward, but not at any cost

If you analyze the modern sector of entrepreneurship, it will become noticeable: the motto of the company (even if not just any, but an impressive percentage of enterprises) contains a statement about the desire to achieve all the stated goals. This is really important and should be declared by the values ​​of the organization, supported by them, and the chosen development strategy. The task of management personnel is to correctly formulate goals and work out action tactics that will allow them to achieve what is declared, and the staff must carefully follow the “guiding star.” The choice of goals that lead to the improvement of various aspects of the organization’s activities is important.

At the same time, achieving the plan should not be realized at any cost. It is necessary to remember about obligations, loyalty to your word and reliability. It is important to promote such values ​​both locally, that is, within the team, and as a main feature of the image of the enterprise as a whole. Vertically, horizontally - it is necessary to take obligations very responsibly, only this will help to truly successfully avoid unpleasant, conflict situations that could undermine the reputation of the company.

Trust and control

When developing a company motto, marketers very often suggest that the manager choose something that would encourage the client to trust their organization. Indeed, the ability to operate with such arguments means a lot in modern market, but it is important not only to speak big words, but also to conduct business in such a way that the practice confirms the statements of the marketing department published in advertising campaigns to promote products. Trust implies confidence that all parties to a transaction are ready to fulfill their obligations. If agreements are made, they must be observed, if rules are established, they must be followed.

At the same time, the manageability of the enterprise is analyzed as a company value. The term is usually understood as the level of controllability of the company's subsystems relative to management. Manageability can be assessed by analyzing the consistency of the activities of all employees of the enterprise and departments. At the same time, first of all, attention is paid to work related to the implementation of management decisions. Manageability also shows how correct and durable the organizational order has been created within the company.

Quality as the path to success

Perhaps, this value is declared by any organization (however, it is not a fact that what is officially declared will be observed in practice). When trainings, interviews, briefings, and meetings are held, the speaker always urges everyone to adhere to quality standards and carefully work through all assigned tasks.

In general, quality is generally understood as compliance of the results of the work process with standards and client requests. To identify the quality level, you need to compare utility indicators, as well as previously produced products. It is necessary that the characteristics of modern ones be better. Quality involves analyzing the items and services provided to the client in comparison with those that a competitor can offer. Improvement relative to one's own proposals in the past and rival ones in the present and projected future is the key to the success of the organization.

Dignified, adequate and orderly

Speaking about the company's values, it is especially worth noting dignity. This term is usually used to denote respectful attitude towards the personality of each employee of the enterprise. The company is obliged to recognize the individuality of employed employees. Adequacy, in turn, presupposes the ability and tendency to resolve conflict situations through compromise, developing solutions acceptable to all parties to the process.

Orderliness is an indicator of the enterprise’s performance, which is expressed through the systematization of all labor processes. Work must be rationalized and unnecessary labor costs excluded. At the same time, it is in the interests of the company to set up the work process so that raw materials, time, and money are spent to a minimum. This also applies to orderliness as a declared company value.

Working together to be the best

Some modern enterprises, denoting the values ​​characteristic of them, Special attention focus on synergy. The term is usually used to denote such additional energy, a fundamentally new qualitative level, which is achieved through an integrated approach using several factors, each of which individually can already stimulate success. A company that promotes synergy as a value sets up the work process, generating impulses that help develop.

No less important role competitiveness plays. This example of company values ​​suggests that employees are raised to strive to be as good as others and, if possible, to excel. Analysis on this aspect involves mutual comparison of objects and subjects of the work process.

We, we consider our products to be a means of changing the quality of life of people in Russia, we help bring to life ideas and dreams related to construction, renovation or business in this area, turning the process of purchasing goods into enjoying professional advice and simple, fast shipment. Developing together with our employees and partners, we give you the opportunity to be proud of your achievements!

Core values ​​and principles.

At the core of our culture, our corporate values ​​enable us to work as one team and stand up for our beliefs, always and everywhere. Our corporate values ​​are based on our experience and serve as the basis for how we move forward. The challenge for each of us is to be guided by corporate values ​​in our daily work.

1. Interesting job. Customer focus.

We carry out our duties with sincere passion, trying to bring something new to our work that makes it more interesting and productive. We can always count on receiving work with interesting content, subject to the conditions of responsibility, honesty and integrity in relation to the Company.

We strive for leadership and look far ahead. We do everything to develop and ensure the competitiveness of our products and partners, focusing on long-term mutually beneficial relationships, because they are the ones who choose us. We comply with our obligations and strive to act based on common interests.

1. Productivity. Achievements of goals.

We set aggressive goals and force ourselves to achieve them.

The efforts of all employees must be aimed at achieving results. To achieve this, we all must understand the Company's strategy and goals. There are no unimportant positions, everyone works to achieve their specific and private goals, but the success of everyone else depends on this work. Everything we do is focused on results and achieving our goals with minimal costs and in deadlines, for which we find new ways to solve problems, optimally distribute available resources, and improve interaction systems.

1. Happy family life. Health.

We are confident that a healthy and strong family is the basis for the formation of sustainable life values and a harmonious personality. By observing the moral foundations of marriage, strengthening responsible and respectful relationships with loved ones, each of us receives ample opportunities for further development and self-improvement. Health is one of the most important resources of a person, allowing him to be effective in his activities. We take care of our health and the health of loved ones, strengthen it, and promote healthy image life. We realize that bad habits and addictions cause irreparable harm to health and do not welcome them in others.

1. Self improvement. Continuous learning.

We are proud of our employees - professionals who want and grow with the Company, who pick up and help implement all new ideas. We value initiative, employee status, authority and respect, which are determined by a person’s leadership qualities, and not by position. We strive for positive change in all areas of work and life, based on the desire for self-improvement. People see the Company as a place where they want to build their career; for them it is a matter of life, and not a place where they come to talk. We seriously strive to give our employees a sense of belonging to something significant, because there is every chance of achieving this in a Company that is growing as quickly as ours. It would be simply stupid to let the enthusiasm of people who believe that they are building a great Company burn out. We learn, consolidate knowledge and teach others. Any process and any activity can be carried out better if only we learn from each other, store this knowledge in the Company and make it available to everyone. A culture of continuous learning is learning for the organization's progress and learning for the individual's progress.

1. Responsibility. Self-discipline. Honesty and integrity.

We are confident that the current work and further development of the Company is possible only on the condition that each of us understands the importance of his influence on the processes occurring in his life and at work, that the results of the activities of his colleagues and the Company depend on his actions and the fulfillment of his obligations. generally. When we employ people with interest and self-discipline, we do not need an excessive hierarchy of management. When we have disciplined actions, we don't need excessive control. We speak openly and truthfully about the actual state of affairs and the motives that guide us; we are true to our commitments, ideas and beliefs, which is reflected in our actions and behavior.

1. Strong will. Cheerfulness and optimism.

We are firm and determined in our desire to achieve our goals, thanks to which we easily find the strength to overcome any obstacles, as well as the support of our colleagues and partners in achieving their goals. We perceive any difficulties as an opportunity to learn something new. We appreciate every moment in our lives and have a positive attitude towards the world around us.

1. Good management. Teamwork.

The attitude of employees towards their colleagues is of paramount importance. Employees must have reason to trust the motives and integrity of their managers. Management is responsible for creating a productive environment in which employee and Company values ​​flourish. Since no goal is beyond the reach of any single person, we welcome and encourage the interaction of employees with managers, assistance in implementation various ideas for the sake of increasing the Company's efficiency. Team spirit helps us meet customer expectations. We support each other and enjoy victories and rewards together.

Ethical standards and rules:

1. Norms of relationships within the Company.

1. We accept everything necessary measures to ensure safety, health and labor protection as key aspects of the Company’s activities.
2. We create conditions conducive to professional and personal growth and development of employees, as well as strengthening their well-being.
3. We do not compromise when it comes to quality. We work tirelessly to improve our service and product range, as well as important innovations.
4. We treat the products manufactured or sold by the Company with respect, without discriminating against third parties. We respect the Company's symbols.
5. We avoid conflicts of interest - situations where the personal interest of an employee contradicts the interests of the Company, affects or may affect the performance of his official duties. We inform management about such cases in order to prevent or resolve them.
6. We are open, tactful, polite and extremely honest in our interactions with colleagues, thus showing respect for their position and views
7. We rely only on facts and objective criteria when assessing the actions of our colleagues and, at the same time, we perceive constructive criticism of our actions and results as an incentive for further self-improvement.
8. We recognize the subordination that exists in the Company and the need to obey the decisions of senior management and carry out tasks from employees who are responsible for the business processes in which we participate.
9. We strive to create a system of our professional activities, describing all work processes and setting standards.
10. We create conditions for transparency of all work processes and motivation systems, structuring work and establishing clear indicators of effectiveness and efficiency.
11. We strictly comply with everything established standards, modes and deadlines, thereby making work processes stable. We strive to maintain impeccable order in their implementation.
12. We ensure the reliability of the data provided on the results of work
13. We understand that each of us is important element system and we need to make every effort to achieve it efficient work generally.

1. Standards in interaction with partners, clients and competitors.

1. We carry out timely and high-quality fulfillment of our obligations to partners and clients, and readily provide consulting and organizational assistance.
2. We strive to develop together with our partners.
3. We treat our competitors with respect because they are one of the key factors stimulating our continuous development, they are important criterion when assessing our successes and mistakes. We adhere to the principles of fair competition.
4. We give preference to negotiations and finding a compromise in case of disagreements and disputes.

1. Standards for working with information related to the Company’s activities.

1. We are careful about storing proprietary information that is not subject to disclosure in order to prevent its dissemination outside the Company, and we also do not use proprietary information for personal purposes and the interests of third parties.
2. We strive to comprehensively cover the Company’s activities in the media, on the Internet and in other ways in order to improve and protect the reputation of the Company and employees.

1. In the use of Company resources.

1. We treat the Company's property and intangible assets with care and make every effort to preserve them and use them more rationally.
2. We use the Company's resources (office equipment, communications, software and network resources) solely for professional purposes.
3. We understand that any equipment we work with is the property of the company.

1. In relation to the Company culture (appearance and speech of employees).

1. We support neat appearance and the accepted dress code.
2. We closely monitor competent oral and in writing, we avoid curses, vulgarism, slang.
3. We adhere to a polite manner of conversation, do not allow raising our voices or offensive tone, and exclude familiarity in communicating with others.

Measures and mechanisms for maintaining key values

1. We promote an active and positive outlook on life by organizing various corporate events. We take care of the health of our employees, actively responding to ideas for holding various sporting events and competitions. We help in organizing mass sports by renting sports complexes. An example is the football team “Center SM”
2. We strive to strengthen the family views of our employees, organize children's competitions, and give gifts. We encourage such an initiative.
3. We make our work more interesting by providing employees with the opportunity to participate in various projects and internships.
4. We improve and develop our employees by organizing various training programs for them.
5. We support employees' efficiency in business and focus on achieving results using various systems of material and non-material motivation.
   

Compliance with rules and regulations

1. Each employee voluntarily accepts responsibility for compliance with the rules and regulations of the Company, openly demonstrates adherence to the provisions and, by his example, involves his colleagues in this.
2. Heads of structural units are a model of compliance with regulations for their subordinates, control the behavior of their personnel in terms of compliance with regulations and carry out work to promote their understanding.
3. The Company is committed to communicating and reinforcing its values ​​and norms to all employees. accessible ways, as well as provide all possible support in their understanding.

In this article you will learn why values ​​are a tool operational management companies, and get acquainted with examples of values ​​from different areas. After reading this material, you will be able to develop your company's values ​​yourself!

1. Values ​​are a tool for the operational management of a company.

Surprised? Nevertheless, it is true. I don’t presume to judge the reason why values ​​are often referred to as “a free supplement to the strategy, just for show.” But this is a powerful assistant in implementing the strategy! To begin with, here are the most popular misconceptions about values ​​that we regularly hear:

• Values ​​are needed for strategy because they are written so in management books.
• The development of values ​​can be entrusted to external consultants (HR director, marketing department, etc.). (I'm not kidding, these are real examples).
• There is a list of standard values; you can choose those that suit our company.
• There should be five values.
• Values ​​have nothing to do with running a company.
• Once developed, the values ​​can simply be sent to all employees by mail.
• All you have to do is write the values ​​and post them on the website.

The list goes on, but here is what we have heard dozens of times. I think it is important to dispel all these misconceptions. To do this, let's start with general definition values. Values(value, gaiding principles) are general directives that establish the basis for how operational management is carried out in an organization.

Simply put, values ​​help determine how to behave in situations of uncertainty, provide direction, and coordinate movement. Values ​​are what creates “management by concepts” in a company, which is “management by values.”

Why is it important for an organization to have strong values ​​and clear rules(or principles) that specify them?

There are many stories of stable companies that have maintained the same values ​​for years. In companies with a strong corporate culture, values ​​become the “core rules of the game” that help companies survive in times of crisis and maintain a strong corporate culture.

You can read more about such core rules in the book “Great by Choice” by Jim Collins and Morten Hanchen (MYTH, 2013). Collins calls them "SMaK": “The SMaK rules are not a strategy, not a culture, not a value system, not a goal or a means... The SMaK recipe also includes prohibitions - what should not be done”.

Companies such as Apple (under the leadership of Steve Jobs), Intel, Microsoft, Southwest Airlines strictly followed their core principles without retreating or changing them. This allowed them to quickly navigate difficult situations, select employees who correspond to these principles, and conquer the market, despite mistakes and blunders.

Example of a Southwest Airlines SMaK recipe:

1. We remain the carrier for short distances, flights lasting no more than two hours
2. For the next 10-12 years, our main aircraft will be the Boeing 737.
3. We maintain a high level of aircraft operation and short pauses between flights, in most cases 10 minutes is enough
4. Our main product is the passenger. We refuse cargo and mail with the exception of small parcels with low cost and high profitability
5. We maintain low ticket prices and frequent flights
6. We do not serve food on board
7. We refuse to cooperate on the sale of tickets, tariffs and computers; our unique airports do not accept other flights
8. Texas remains our main territory; we go outside the state only where there is a niche of frequent and short-haul flights available to us
9. We maintain the family atmosphere of the company and never stop joking. We are proud of our employees
10. Keep it simple. Save your tickets through the box office...

On the other hand, there are companies in which top management involves company employees in developing values. This is what they did, for example, at Enter (enter.ru):

“We have our own approach to the spiritual component of the company. We wrote the mission and values ​​ourselves. Each employee is directly related to them. For us, this is not a brass plaque with words on the wall, for us these are the principles of daily communication and work with each other and with partners .

Our values

The result is YES!

I have goals, they are time-bound and have clear parameters. When I take actions and make decisions, I ensure that they move me closer to my goals. Within commercial organization everything is measurable, the result is a clear and obvious thing. Therefore, I want to always answer the question “Done?” with a proud “Yes!” I perceive the goals of the team and the company as my own, regardless of the role I occupy on the team. I think like an entrepreneur who cares about his business.

YaTeamDA

I feel part of the team and am emotionally connected to it. It is important for me to be involved, it is important to share with the team both the dizzying successes and the consequences of mistakes. I support the team leaders, am attentive to the initiatives of other participants, understand my role in the team and am ready to perform it to the best of my ability.

Instead of waiting for someone “in charge of the process” to make a decision and direct the team, I am willing to take the initiative myself. I consider myself the author of what is happening, and I consider all external obstacles as conditions of the task. I am ready to support those who doubt their abilities, offer solutions, and be a leader, regardless of my formal status.

Freshness

Usually it’s easier for me to solve problems using proven methods, but the world is changing quickly, and the chosen habits no longer produce results. Therefore, I am open to hearing alternative opinions, especially if these opinions do not agree with mine. I'm ready to do things differently and bring freshness. If you close yourself off from everything new, you can very quickly become the past. My goal is to be the future. I am a source of new ideas, a person who actively improves processes. I offer fresh solutions to my colleagues and partners. For me, the search for new ideas and methods is an important and constant part of my work. I understand that to stop changing means stopping your growth and the development of your company.

Joy - YES!

I look for inspiration in even my small successes and the successes of my colleagues, I strive to enjoy interacting with like-minded people, people close to me in spirit. It is important for me to feel joy in what I do.

I choose to be a source of joy no matter the circumstances. Difficulties in work can be seen as a reason to become despondent and create an atmosphere of decline and tension around yourself. But my choice is a positive attitude. When faced with obstacles, I look for solutions. Creating joy is a way for me to be more effective and enjoy life more.

Speed ​​– YES!

I am ready to maintain the pace proposed by my partners. I understand that our overall speed depends on the results in my area. It is important for me to fulfill my obligations within the agreed time frame. I propose ambitious deadlines and look for ways to increase the speed of solving problems.

All this formed the basis of our Philosophy "YES"!

Values ​​make sense when I use them to evaluate MY manifestations. The most useless thing about values ​​is watching how others manifest themselves in them. It is important when I myself understand how much I correspond to the company’s values, how much I am a team player myself. A significant part of the manifestation of our values ​​is feedback. Essentially, this is any reaction of people to my actions and my reaction to the actions of people around me. I give it and I receive it. When I give feedback, it is important to ensure that it is done in a positive, supportive atmosphere and with the consent of the person I am giving it to. It’s also important to the team how I respond to feedback: my willingness to listen and accept.”

Without clear, value-based messages, it is difficult to build a strong corporate culture and a team of like-minded people. If you imagine an organization as a building, then values ​​are the foundation. When an organization clearly understands its advantages and the basic rules that express the nature of the organization, it becomes clear who is suitable for such an organization and who is not, how to behave in a given situation.

Why are values ​​needed?

1. Values ​​are the basic elements of corporate culture
2. Values ​​increase the attractiveness of the company in the face of potential candidates (corresponding to the corporate culture)
3. Values ​​make it possible to build a management system that does not require constant “manual control” and high regulation
4. Values ​​help create a culture in which employees begin to “think” and use principles or rules to guide their decisions.
5. Values ​​help implement strategy

2. Examples of values ​​from different areas

Let's look at examples. According to Michael Wilkinson (a recognized expert in group work and strategic management), the formula “We believe ... (value). Therefore, we will ... (behavior style)” is a standard format for combining values ​​and rules (principles) (Michael Wilkinson. The Executive guide to facilitating strategy). pay attention to various ways structuring these principles, how the value is designated and the style of behavior that supports this value.

Continuous development

We strive for continuous development. Therefore, we will try not to repeat the same mistakes. If a mistake is made, we will not only correct it, but we will also try to understand why the mistake occurred and what we should do to prevent it from happening again in the future.

Socially responsible company

We conduct our business in a socially responsible and ethical manner. We respect the law, support universal human rights, protect environment and giving back to the communities in which we operate.

Socially responsible company

We are committed to making the world a better place by participating in our community.

Customer service

Because we value our customers, we:

• We put our clients first;
• We do everything possible to meet the needs of our customers;
• We provide unique customer service; We treat our clients with respect and dignity;
• we continue to “arrange dates” with our clients on an ongoing basis even after establishing business relations;
• We behave courteously with our clients; we listen to our clients;
• We respond to our clients in a timely manner.

Customer service

We do not forget that our clients are our managers and that they pay us our salaries. We are responsive, courteous, qualified and punctual.

Customer service

We provide unparalleled service with a fanatical eye for order and detail.

Devotion

We give our all, working harder and harder than our competitors to help our organization succeed.

Enthusiasm

Every day we carry out our work with all possible passion and energy.

Getting it to the end

We do what we set out to do. Getting the job done and mastery of execution is our goal.

Industry leaders

We believe that the effectiveness of industry leaders depends on investing in innovative ideas. Therefore we will:

• interact with our customers to understand and respond to their changing needs;
• look for new opportunities;
• create and maintain partnerships;
• strive to be at the forefront of the industry.

Honesty

We do everything right, even if no one is watching us. We strive to maintain a high level of integrity and consistency in our relationships with clients and within our team. Lack of integrity is unacceptable.

Honesty

Ethics and integrity guide our behavior in dealing with customers, team members, suppliers and our company.

Leadership

We believe in progressive leadership—leaders who understand that their job is to improve the performance of their people. Therefore we will:

• at the top of their game as leaders;
• make management decisions according to a list (eg, ethics, feasibility, legality, impact);
• consistent in the decision-making process;
• increase our resources, both human and financial;
• evaluate the work of employees based on the results of their activities.

Focus on needs

We take into account the needs of our customers not just to satisfy their requirements. We strive to understand our clients' deepest needs to ensure we offer solutions that truly work.

Openness

We listen to the ideas of others and encourage open dialogue.

Owner's mindset

We believe in the owner mindset. We use the company's money as if it were our own. We spend our time sparingly only on activities that generate income for the company.

Performance Standards

We value high standards of work performance. Therefore we will:

• reward employees for exceptional performance;
• be responsible for doing your job;
• welcome innovation and creativity; cost-effective;
• always demonstrate professional behavior(e.g., dress appropriately, be punctual).

Personal responsibility

We take personal responsibility. If we have a problem, we take responsibility for solving it (rather than complaining to others or refusing). If we make mistakes, we admit our responsibility for them.

Professional ethics

We believe that professional ethics is important in all aspects of our business. That's why we:

• polite and honest;
• share and observe ethical standards;
• We do not show favoritism or discrimination.

Skill level

We strive for high levels of qualifications and develop competence in all aspects of our work using personal and professional training. We seek knowledge.

Quality

Everything we do carries a sign highest quality. We plan well – our activities, people and technology are of high quality. We don't hand over work until we're sure it's ready.

Safety

We maintain working conditions that minimize hazards, risks and injuries.

Team

We maintain a positive attitude in the team. We communicate positively, sharing support, information and advice with each other, rather than thinking only about ourselves and bringing negative energy to the workplace. No to pessimism.

Team

• We believe in the value of teamwork. Therefore, we support working conditions that promote:
• constructive and effective communication throughout the organization;
• respect for diversity of opinion;
• participation in business and cooperation;
• innovation;
• strict adherence to deadlines for completing work.

3. Step-by-step algorithm for developing values

Step 1. Agree on concepts.

Talk about what values ​​are and why the company and each of your team members need them.

Step 2. Determine the preferred style of behavior in your company.

Give employees a scenario in which they imagine someone in the organization who embodies its values ​​and culture. Write down the characteristics it has, what it does, what it doesn't do.

Step 3. Describe the unwanted behavior.

Now that you have established your preferred behavior style, the next step is to identify your undesirable behavior style. Describe a scenario in which team members help a new employee adjust to the team. Ask them to tell the new team member what behavior in the organization is not rewarded, not accepted, not liked, and for which they can even be fired.

Step 4. State your values.

Ask them to categorize positive characteristics and unacceptable behaviors into logical categories. These categories typically represent the organization's values ​​and serve Starting point for the basic principles.

Step 5. Highlight the basic principles (rules).

To highlight core principles, take each category and create core principles using the “We Believe... (value)” format. Therefore, we will use ... (behavior style)” as a model. To save time, you can isolate the first principle as a whole group and then use separate groups, to develop the remaining part.

Step 6. Check the values ​​and rules (principles) for clarity and simplicity of wording, completeness and accuracy.

Do your company's values ​​differentiate it from competitors and other companies in the market? Are the actions consistent with the values ​​clear? Are all formulations simple and clear?

To avoid forgetting something important, you can use a simple checklist:

• Values ​​for clients
• Values ​​for the owner/shareholders
• Values ​​for company employees
• Values ​​for society

"Sberbank"

Step 7 Develop an action plan.

The final step in the core principles process is to identify the strategies you and your team will use to take the core principles from paper to life. Start by reviewing strategies used by other organizations. Then brainstorm strategies that could be used and then choose the ones you will use.

Agree on each team member's next step.

4. The role of the leader

Developing values ​​with the involvement of company employees allows you to create an environment in which employees themselves contribute to the transmission of values. But this is not enough to transfer values ​​from paper to life. It is important that you, as the leader of the organization, lead the process of developing and communicating values.

The easiest ways to make values ​​a part of everyday life:

• come up with an acronym that will help you remember values ​​faster and better
• hang valuables in a visible place in the company office(s)
• make an individual copy of the valuables for each person in such a way that it can be used constantly
• include compliance with values ​​in the candidate selection stage
• Conduct individual value interviews with newcomers
• Write a personal letter to everyone in the company describing what each value means to you personally and why they are important
• enter the value of the day (month) and talk about it on the internal resource
• conduct a survey on the attitude towards these values ​​among your clients

It is important that you yourself demonstrate compliance with values ​​through your behavior, words, and attitude. It is better to have no more than 10 values. After such group work, read all the developed values ​​and think about whether something important is missing. Do all the values ​​resonate with you personally?