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.

1. The Value of Values: The Case for Assessing
Motives, Needs and Preferences
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
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5. The Value of Values: The Case for Assessing
Motives, Needs and Preferences
Daniel Margolis
Managing Editor
Talent Management magazine
#TMwebinar

6. The Value of Values: The Case for Assessing
Motives, Needs and Preferences
Narelle Gill
Manager of Cabin Crew
QantasLink
Kevin Meyer
Consultant in the International
Consulting Practice
Hogan Assessment Systems
#TMwebinar

7. THE VALUE OF VALUES
MAKING A CASE FOR THE ASSESSMENT OF
MOTIVES AND DRIVERS IN ORGANIZATIONAL PROCESSES
Kevin D. Meyer, Ph.D.
International Consultant
Hogan Assessment Systems

8. OUTLINE
• Defining Values
• The Value of Values for
– Employees
– Leaders
– Teams
– Organizations
• Summary
8

9. POLL QUESTION
Have
you
ever
worked
at
an
organiza3on
where
you
felt
that
you
were
not
a
good
fit?
a) Yes
b) No
c) Not
sure
9

10. WHAT ARE VALUES?
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.
10

11. WHAT ARE VALUES?
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
11

12. THE VALUE OF VALUES FOR EMPLOYEES
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
12

13. THE VALUE OF VALUES FOR EMPLOYEES
Values-based fit affects/predicts:
– Job Attitudes
– Attrition
– Job Performance
Career Guidance
– Understand interests
– Use data for career decisions
13

14. AIRLINE FLIGHT ATTENDANTS
• Looking to Improve Customer Service
• Fit with Job/Organizational Culture Important
• Validity Generalization Research
• MVPI Altruism Scale
• Customer Service Metrics Subsequently Improved
14

15. POLL QUESTION
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%
15

16. THE VALUE OF VALUES FOR LEADERS
• 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
16

17. THE VALUE OF VALUES FOR LEADERS
17

18. THE VALUE OF VALUES FOR TEAMS
• 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
18

19. THE VALUE OF VALUES FOR ORGANIZATIONS
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
19

20. POLL QUESTION
Which of the following hypothetical mergers would have a
greater likelihood of success?
•
IBM
&
Google
•
Whole
Foods
&
Trader
Joe’s
•
Wal-­‐Mart
&
Target
20

21. THE VALUE OF VALUES FOR ORGANIZATIONS
Mergers and Acquisitions
– Congruence vs. disparity
/
/
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22. SUMMARY
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.
22

23. Thank You
info@hoganassessments.com
+1-918-749-0632
1-800-756-0632
www.hoganassessments.com

24. Join Our Next TM Webinar
Thursday, June 16, 2011
Strategies to Improve Employee Retention in a Diverse
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