Precision, reliability, sustainability and innovation are common corporate values in Switzerland, which are often displayed on websites or as posters in the company. However, they only have an impact when they become tangible in employees’ daily lives. Above all, the consistent implementation of values in decisions or in cooperation is crucial. This extends from recruitment through the early communication of values in the onboarding process and the targeted development of value-based competencies, to the daily recognition of value-based behaviour (1).
An important lever for anchoring these values lies with the managers, who visibly exemplify values and transparently align themselves with the corporate values even in difficult situations (2). Sharing specific examples from one’s own working day or focusing on a “value of the month” can help make abstract values more concrete for employees. In addition, values should be systematically integrated into operational management processes such as target setting, feedback meetings or performance appraisals and thus measurable (3).
When are values perceived as meaningful?
Their meaningfulness is crucial for the long-term anchoring of corporate values (4). This can be made visible and promoted through participation. Employees who are actively involved in translating values into their work context are more motivated to behave in line with values. Helping to determine within the team what a value specifically means and why it is important for one’s own work creates meaningfulness and fosters identification with the company. Such a specific approach is particularly important in companies with different fields of activity.
Consideration of different generations and cultures
Younger employees often focus on meaningfulness and participation when embedding corporate values, while employees of older generations value stability and clarity (5). A flexible approach that offers both participation and framework conditions therefore enables employees of all ages to transfer the values to their own day-to-day work. It is important to have a variety of communication tools – from digital formats to personal discussions – that can cover the different preferences (6).
Furthermore, not only different generations but also cultural differences between employees require a differentiated approach to values. As terms such as “openness” or “responsibility” are interpreted differently across cultures, an exchange with clear examples of a common understanding of the values to be implemented is needed (7).
Conclusion
Corporate values become part of everyday life when they are practised in a concrete, relevant and consistent way. This requires a systemic anchoring, a role model at management level and the involvement of employees in order to translate abstract values into meaningful and effective orientation.
Sources
- HR Today (2023) Firmenwerte zum Leben erwecken. [Bringing company values to life.]
- Gallup (2023) State of the Global Workplace Report.
- Cappelli, P. & Tavis, A. (2016). The performance management revolution. Harvard Business Review.
- Deloitte (2024). Global human capital trends.
- Twenge, Jean M., J. M., Campbell, Stacy M., S. M., Hoffman, Brian J., B. J., & Lance, Charles E., C. E. (2010). Generational differences in work values: Leisure and extrinsic values increasing, social and intrinsic values decreasing. Journal of Management.
- McKinsey & Company (2022). The great attrition is making hiring harder. Are you searching the right talent pools?
Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and organizations: Software of the mind (3rd ed.). McGraw Hill.