the value of values: the case for assessing motives, needs and preferences
DESCRIPTION
It’s an all-too-familiar story: Company X hires a talented leader with a proven track record as its new top executive, and then months later, ushers him out, hemorrhaging top-performing employees in the process. The problem: conflicting values. Join Kevin Meyer, Ph.D., of Hogan Assessment Systems as he highlights research and real-world examples of values in action.TRANSCRIPT
Speaker: Narelle Gill Manager of Cabin Crew QantasLink
Kevin Meyer Consultant in the International Consulting Practice Hogan Assessment Systems
Moderator: Daniel Margolis Managing Editor Talent Management magazine
The Value of Values: The Case for Assessing Motives, Needs and Preferences
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The Value of Values: The Case for Assessing Motives, Needs and Preferences
#TMwebinar
Daniel Margolis Managing Editor Talent Management magazine
The Value of Values: The Case for Assessing Motives, Needs and Preferences
#TMwebinar
Narelle Gill Manager of Cabin Crew QantasLink Kevin Meyer Consultant in the International Consulting Practice Hogan Assessment Systems
Kevin D. Meyer, Ph.D. International Consultant Hogan Assessment Systems
MAKING A CASE FOR THE ASSESSMENT OF MOTIVES AND DRIVERS IN ORGANIZATIONAL PROCESSES
THE VALUE OF VALUES
• Defining Values
• The Value of Values for – Employees – Leaders – Teams – Organizations
• Summary
OUTLINE
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Have you ever worked at an organiza3on where you felt that you were not a good fit?
a) Yes b) No c) Not sure
POLL QUESTION
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Values ≠ Integrity
Values are that which motivates or drives an individual; that which one is interested in.
– Are you motivated by money, fun, or fame? – Are you driven to self-expression? – Are you interested in being part of something
bigger than yourself?
Values subsume motives, drivers, and interests.
WHAT ARE VALUES?
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Motives, Values, Preferences Inventory (MVPI) Recognition Public acknowledgement & “pats on back”
Power Being in charge & being perceived as influential
Hedonism Fun, lighthearted, & open-minded work environments
Altruistic Helping others & providing excellent customer service
Affiliation Networking, building relationships, social belonging
Tradition Conservative cultures & strength of convictions
Security Secure, predictable, and risk-free work environments
Commerce Managing finances, profitability, bottom-line focused
Aesthetics Focusing on quality & product “look & feel”
Science Analytic problem solving & working with technology
WHAT ARE VALUES?
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Person-Job Fit – Valuing things core to the role
Person-Supervisor Fit – Sharing similar values with your
immediate boss Person-Group Fit
– Sharing similar values with your team Person-Organization Fit
– Possessing values that are shared by the organization as a whole
THE VALUE OF VALUES FOR EMPLOYEES
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Values-based fit affects/predicts: – Job Attitudes – Attrition – Job Performance
Career Guidance – Understand interests – Use data for career decisions
THE VALUE OF VALUES FOR EMPLOYEES
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• Looking to Improve Customer Service
• Fit with Job/Organizational Culture Important
• Validity Generalization Research
• MVPI Altruism Scale
• Customer Service Metrics Subsequently Improved
AIRLINE FLIGHT ATTENDANTS
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In a recent study of execu3ves who failed within the first 18 months of employment, approximately what percent failed due to lack of cultural fit? a. 25% b. 50% c. 75%
POLL QUESTION
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• Leaders establish the culture (Schein)
• New leaders do not always mesh with extant cultures
• Projection of values onto others – “If I value Recognition, then you must too.”
• Leaders’ values determine the environment they create
• Long-term behavior is best predicted by its alignment with individual’s held values
THE VALUE OF VALUES FOR LEADERS
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THE VALUE OF VALUES FOR LEADERS
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• Understanding similarities and differences – Implications for individual/team performance
• Identifying cliques
• Anchors: not too many, not too few – “Dry Rot” and Groupthink – Lack of unity and direction – NZ research on senior management team
THE VALUE OF VALUES FOR TEAMS
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The people make the place – Schneider’s Attraction-Selection-Attrition
(ASA) Model • Positive and negative effects
Culture is created and embodied by people and what they collectively value. Defining organizational culture
– Actual values versus “Poster Values” – Implementing selection/development
programs around desired culture
THE VALUE OF VALUES FOR ORGANIZATIONS
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Which of the following hypothetical mergers would have a greater likelihood of success? • IBM & Google • Whole Foods & Trader Joe’s • Wal-‐Mart & Target
POLL QUESTION
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Mergers and Acquisitions – Congruence vs. disparity
THE VALUE OF VALUES FOR ORGANIZATIONS
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Values impact companies at every level of analysis from the lone individual contributor to the organization as an entity.
Assessing values should be an integral part of selection and development programs.
– Hire the right people. – Develop the people and teams you have. – Understand the culture a leader will create. – Implement more successful organizational culture initiatives.
SUMMARY
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