Enhancing the Employee Experience; Uncovering and Hard-Wiring the Authentic Core Values in Your Organization. In this webinar HR professionals will learn the difference between accidental, generic, price of admission, aspirational, “window dressing” and truly authentic core values that are used every-day to make decisions in their organizations. Values that are truly “core” represent the true and real culture of the organization often not the values noted on the website like “transparent” “collaborative” and those that are all to often forgotten. How can an HR team uncover the core values and create change management initiatives that will drive the culture an organization seeks?

1. 1 I
Finding and Driving Core Values
in Your Organization
The Employee Experience

2. WCG-BP.com BestPracticeinHR.com
647-966-1340 Dwhitmarsh@WCG-BP.com
Our Sponsor: The Whitmarsh Consulting Group
and Best Practice in Human Resources

3. About TurnKey Coaching
Solutions
TurnKey Coaching &
Development Solutions
provides enterprise learning and development
solutions that drive business results and
improve organizational culture.
Our experts have decades of senior level
business experience in addition to years of HR
development practice, extensive training, and
serious credentials.
Anisa Aven, CEO

4. HR & OD
Mastermind
For Human Resources Professionals responsible for
Strategic HR Development
Employee Development
Organizational Health and Culture Development

5. About Our Expert
Mark S. Freeman
BA, MA, MS, Ph.D. NCC, ACS, LHMC, LMFT
Mark Freeman is a senior organizational
development and behavioral consultant, His work in
the area of performance improvement includes
change management, organizational training and
development for management, business
development, and executive leadership coaching. As
an executive coach he has extensive experience with
a wide variety of corporate and not for profit clients.
Mark designs custom curricula for leadership
programs.
Mark S. Freeman

6. Objectives for Living in a REAL Core Values
Culture
* Discovering the REAL Core Values in Your
Organization
* Hard-wiring/driving Your Core Values into
Your Culture
* Creating and Maintaining a Healthy and
Sustainable Culture
*Using the Q-12 to Maintain and Enhance
Engagement and Retention

7. Why Have Core Values?
Integrated Core Values - Create a Secure, Safe, Great, Work Culture
Being on a Great Team with Strong Core Values Determines a Great
Culture
The Number One Reason Good People Leave Companies is Due to a
Poor Relationship with Their Immediate Supervisor-- Who Does Not
Demonstrate the Core Values or the Best of the Culture
People Quit People: They Don’t Quit Companies.
Employees/Supervisors Exhibit the Core Values or Not

8. 51% of American Workforce Not Engaged
16% of Employees Say They Feel Engaged
and Connected to Their Employer
80% of Corporations Plan to Improve the
Corporate Culture in 2017
46% of HR Professionals List Retention as
the Top Challenge in Their Work
In 2017 it costs 33% of an Employees
Salary to Replace Them
64% of American Workers Think Their
Workplace has a Negative Impact upon
Their Wellbeing
Workplace Horrors!

9. WorkplaceJoys
A Great Culture Accounts for a 20-30% Differential
Increase in Profitability in a Core Values Oriented
Corporation Compared to ”Culturally
Unremarkable” Competitors
A Great Culture Keeps
Employees actively and
Passionately Engaged
Companies with Core Values
Integrated into the Culture have
30% Less Turnover
Recruits Will Accept a 7% Lower
Salary to Work in a Good Core Values
Explicit Culture
Core Values are a Primary Recruiting
and Retention Tool in Many
Organizations
Core Values are the Essence of a
Companies Identity

10. Ask the following questions of your team:
* Who in our organization (not us) represents the best of us?
* Who do we want to “clone” in the company?
3 Names each; all recorded on a white board
Generate a list of all attributes from each
employee
Make one pass from the list to eliminate
non-relevant values
STEP #1
Start Over to Uncover
the True Core of Your
Culture

11. Make a second pass to
keep, kill, or combine
Make a third pass to filter out:
A. Generic, non-descriptive values
B. Accidental Values
C. Aspirational Values
D. Window Dressing Values
E. Ordinary “Price of Admission” Values
STEP #2
Uncovering Core
Values Cont.

12. Examples:
• The “Smiling Vibe”
• Gumby
• Experience Beyond Imagination
• An Oasis
• Security Found in Competence
STEP #3
Reaching the Core:
That is Unique to You
3-7 (Less is More)

13. + (Core Value Present)
+ - (Core Value Present)
- (Core Value Absent)
STEP #4
Assess Your Team
Members on The
Core You Discover

14. Create short story narratives of each core
value using employee examples
Speech read at every company meeting and event
Rolled out and introduced at quarterly
and yearly meetings
Messaged in every way possible at the
company: no longer a flavor of the week
Tied to everything relevant to employee
evaluation, development, and
professional advancement
STEP #5
Leadership Creates
the Core Values
Speech

15. 1. Every new employee is vetted and
discouraged by recruiters to apply and be a
candidate for the organization if they do
not live the core values and get excited
every morning about them.
2. Employees performance evaluations
are predicated upon the 3-7 core values as
key performance metrics.
RESUME
Qualifications
Skills
Experience
STEP #6
The Role of HR in
Leveraging the Core

16. 3. Employees are “de-hired” if they do
not live and maintain the core values at
work with a 3 Strike Rule
4. Promotions are awarded only to
employees who demonstrate the
highest expression of the core values
STEP #6
The Role of HR in
Leveraging the Core

17. 5. Rewards, bonuses, and accolades
are bestowed upon those living the
core values
6. Raises are measured against
the core values
STEP #6
The Role of HR in
Leveraging the Core

18. 7. In the interviewing process
candidates must demonstrate
evidence of “hard-core” values
integration
8. Orientation and on-boarding
hard-wire the core. No one
leaves orientation with
ambiguity about the core
values
STEP #6
The Role of HR in
Leveraging the Core

19. The Gallup Q12 Index
Gallup's employee engagement work is
based on more than 30 years of in-depth
behavioral economic research involving
more than 17 million employees.
Through rigorous research, Gallup has
identified 12 core elements -- the Q12 --
that link powerfully to key business
outcomes. These 12 statements
emerged as those that best predict
employee and workgroup performance.
Gallup Q-12
The Twelve Questions are:
1. Do you know what is expected of you at work?
2. Do you have the materials and equipment to do your work right?
3. At work, do you have the opportunity to do what you do best
everyday?
4. In the last seven days, have you received recognition or praise for
doing good work?
5. Does your supervisor, or someone at work, seem to care about you
as a person?
6. Is there someone at work who encourages your development?
7. At work, do your opinions seem to count?
8. Does the mission/purpose of your company make you feel your job
is important?
9. Are your associates (fellow employees) committed to doing quality
work?
10. Do you have a best friend at work?
11. In the last six months, has someone at work talked to you about
your progress?
12. In the last year, have you had opportunities to learn and grow?

20. The Q-12 measures the employee
satisfaction, engagement, and retention
capabilities of an organization and the
direct supervisor.
1. It also can be used to “smoke out” bad
bully managers not following the core
values in supervision, a key indicator for
employee satisfaction
2. Use the Q-12 to anonymously evaluate
managers and supervisors to see if the
core values are being lived by the leader
STEP #7
The Q-12 and Core
Values

21. 3. Assessing the manager on the core
values in reference to their supervisor role
is essential too for their continued
development
4. Closing the loop on assessing managers
and leaders is important to see if their
emotional intelligence is sound enough
for further promotions in leadership
STEP #7
The Q-12 and Core
Values

22. 1. Hard-wired core values keep the culture
healthy
2. Culture is no longer an elusive
or nebulous “thing”
3. This is how you build a culture from the
inside out and seal your core values
Culture :
The
Conundrum
Dies
.

23. HR & OD
Mastermind
For Human Resources Professionals responsible for
Strategic HR Development
Employee Development
Organizational Health and Culture Development

24. Insights
Shared-Intelligence
Learn From Your Peers
WINNING TEAM
Strategic Results
Momentum

25. HR & OD
Mastermind
For Human Resources Professionals responsible for
Strategic HR Development
Employee Development
Organizational Health and Culture Development
Mark.Freeman@TurnKeyCoachingSolutions.com
Anisa@TurnKeyCoachingSolutions.com

26. Fast-Pass Session
Helping your organization succeed by helping
you to develop employees, foster positive
workplace cultures and prepare leaders.
Move your strategic workforce goals to the next round,
no matter where you are in the process. We invite you
to an Strategic HR Session with Anisa Aven or Mark
Freeman (TurnKey Coaching & Development Solutions will pick up the
tab, so there's no charge!)
Our 60-Minute Agenda:
• Fast Pass: Biggest Performance Gap
• Clarity: Clarify key opportunities
• Actionable: Identify three actionable steps to
resolve
• Three: Identify primary long-term goal and two
projects required to achieve that goal