1. CORPORATE LEADERSHIP COUNCIL® EMPLOYEE ENGAGEMENT
IMPLEMENTATION GUIDE
STAGE IV: IMPLEMENT THE STRATEGY – HIGH-RESOURCE INTENSITY www.clc.executiveboard.com
Establishing the Organization's Value System
Council research shows that while significant investments are made to project an appropriate and positive image outside the
organization, a misalignment between the organization’s stated values and actions can damage credibility, resulting in a
diminished ability to attract, retain, and engage employees. Building an organizational value system, communicating, and
maintaining it in a way that inspires employee commitment is critical to engagement. Employees also derive significant
motivation and commitment from a belief that their organization is successful and their leaders are reputable and trustworthy.
These step-by-step instructions provide a guide to organizations on how to create, communicate, and maintain a value system
that defines an organization’s culture and ethical direction for future strategies.
Step 1: Incorporate Value Setting into Organizational Strategic Planning
 Engage CEO and executive team in developing a value system based on the long-term strategy
 Identify values that match organizational strategy using founders’ original vision and CEO’s vision for the future
Step 2: Translate Values into Desired Employee Behaviors
 Create a charter that defines the organizational actions and employee behaviors that align with the values
 Illustrate how values were chosen through business ideology, past strategies, and linked successes
 Communicate to employees how behavioral and management expectations align with organization values
Step 3: Train Employees on Values and Expected Behaviors through “Values Facilitators”
 Appoint “values facilitators” from executive team to train employees and executives, and ensure full visible
support from CEO
 Present organizational charter and expected behaviors to new employees during onboarding sessions
 Teach new managers how to act as role models for the values through senior leaders and participation in
simulation exercises and workshops
 Train new executives how to manage a business unit in accordance with the values though case studies, group
discussions, and role plays
Step 4: Integrate Values into Organizational Processes
 Incorporate values into performance expectations
 Infuse values into other key HR processes and programs (e.g., recruiting, talent management, leadership
development)
Step 5: Reinforce Values Across the Workforce Led By “Values Facilitators”
 Publicize values through organization-wide communications (e.g., monthly newsletters, intranet)
 Recognize and reward actions by teams or individuals that demonstrate values in practice
 Encourage programs and initiatives that exemplify the values
Step 6: Audit Behavioral Alignment with Values Over Time and On a Regular Basis
 Conduct formal and informal surveys to evaluate value system effectiveness
 Audit business units to ensure alignment with organizational values through employee assessment interviews
and aggregate analysis of results
 Hold business leaders and managers accountable for maintaining the values
 Provide training support from “values facilitators” and consultation services to maintain values
 Report results to CEO and executive team
 2007 Corporate Executive Board. All Rights Reserved.
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