HR Pulse - Spring 2009 - (Page 29) ENGAGING PEOPLE: THE OPPORTUNITY The CLC also differentiates between rational and emotional commitment to measure the tangible benefits of engagement. Emotional engagement—when employees believe in the value of their job, organization, or team—is four times more valuable than rational engagement. Obviously, the employee’s emotional commitment to the job and the organization is a key lever for engagement. So how do we engage employees for maximum discretionary effort? In the Society for Human Resource Management (SHRM) Research Quarterly publication on employee engagement, author Nancy R. Lockwood, SPHR, GPHR, M.A., identifies engagement predictors, including organizational process, values, management, role challenge, work/life balance, information, reward/recognition, work environment, and products/ services. These times require moving “values” front and center. We urge organizations to engage in value work, to align strategy with values, and embed values in practices. When an organization and its people participate in values sharing, the opportunities for true engagement expand monumentally. Even more, when teams or groups correlate personal values with organizational values, the impact on organizations is immensely beneficial—both in the short- and long-term. LEADING WITH VALUES: THE POWER OF ONE Strong and healthy organizations are built by people who, in sharing values, work together for a common purpose or cause. When there is a disconnect between personal and organizational values in the workplace, the organization, its people, and its stakeholders all suffer. Everyone has a responsibility and role in integrating values into the organization’s core business and culture. Organization The case is being made every day that organizations and their values are under more intense scrutiny than ever before. Once again, corporate scandals have shaken the public’s confidence in business ethics and conduct. This state of affairs has re-emphasized interest in, and attention to, values-driven management—going beyond ethics-related language often used as a shield for legal and regulatory compliance. Booz Allen Hamilton and The Aspen Institute conducted a major study of trends in 2004 that clearly shows that values are most critical in two strategic areas: reputations and relationships. Values-based organizations must make it a practice to describe their purpose and the way they work. However, the public will remain apprehensive until businesses demonstrate integrity and commit to using values to create value. C-level Executives In today’s demanding environment, there’s a new level of understanding about how working and living are intertwined. People need—and want—to integrate their personal values into their work. Well-rounded leaders “don’t plan on having to check their values at the door when they go to work,” explains Rich Leimsider, director of the Center of Business Education at The Aspen Institute. “They expect to be able to find good-paying, high-profile business careers that enable them to be complete people.” From another perspective, 85 percent of The Aspen Institute’s survey respondents say that their companies rely on explicit CEO support to reinforce values, and 77 percent say it is one of the most effective practices for reinforcing the organization’s ability to act on its values. The imperative is clear: top management has to walk the talk. Managers If hospitals and health systems are really people-first organizations, it is the role of managers to support their people and the people whom they serve. In this capacity, managers are responsible for aligning management practices with values. According to the American Management Association 2002 Corporate Values Survey, only one out of two Personal values provide an important bridge to organizational values that everyone can commit to. employees knows how his company’s values are translated into job performance and the bottom line. Managers need to close this gap that erodes commitment, prevents engagement, and inhibits productivity. Employees When employees understand how they contribute to the success of the organization, they are more likely to be emotionally committed to the organization and the work they do. In The Aspen Institute study, 73 percent of respondents said that their personal values system enables them to make decisions that are aligned with organizational values, compared with 60 percent who cite corporate strategy. By creating a culture where personal and organizational values correlate, employee decisions, behaviors, and actions are aligned throughout the organization. And when that occurs, people are more motivated and invested. HR Leaders The foremost purpose of the ASHHRA HR Leadership Initiative was—and still is—to move the perception of HR in health care from an administrative entity to a strategic partner. In this evolving role, human resources is uniquely positioned to lead the values-based business priority of employee engagement and retention. HR leaders can help senior HR Pulse Spring 2009 ▲ 29
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