1. 10 Keys to Values Integration
Dana E. Jarvis, MPA, MSW
Adjunct Professor, Duquesne University

2. Meet Dana E. Jarvis,
MPA, MSW
• 18+ Years of Leadership/Management Experience
• Author of 7 Essentials for Managing Virtual Teams
(University Readers, 2010)
• Adjunct Professor, Duquesne University, University of
Pittsburgh and Stephens College
• Instructor for Graduate Courses in Leadership, Ethics,
Management, Diversity, Change and Strategy
• Former Human Resource Director for $230M Company
• Values Integration Project Finalist in Pittsburgh Human
Resource Association’s 2008 People Do Matter Awards
• Architect of Corporate Universities, Leadership Programs,
Performance Management Systems and Employee
Engagement Initiatives
• International Speaker at Major Industry Conferences
• Contributing Writer for Workforce Management’s Dear
Workforce
• Master of Public Administration, Master of Social Work
• Graduate of Leadership Pittsburgh XIX
• United States Marine Corps Veteran and Navy
Achievement Medal Honoree

3. Benefits of a Values-Based Company
• Foundation of values to drive decision-making
• Integrated comprehensive approach to bring values to life
• Market differentiator by having values aligned with
business enterprise
• Accelerated employee engagement, grounded by core
values
• Enhanced understanding of the most meaningful aspects
of the organizational culture, mission and business
enterprise
• Increased retention of high quality employees and leaders
• Systems focused on bringing values to life, which play a
key role in behaviors focused on operations, sales and
customer service

4. A Values-Based Company
Drives Results
Strong Results in
Core Value Values Positively Reputation,
Organizational Impact Decisions Customer Loyalty
Integration and Behaviors and Employee
Engagement
“In the 21st Century, values will define, drive and deliver
organizational competitive advantage.” – D. Jarvis

5. The Importance of
Values and Ethics

6. The Values of Corporate Values, A Booz Allen
Hamilton/Aspen Institute Study – 30 countries,
365 companies, CEOs or Board Members (2005)
KEY FINDINGS
Ethical behavior is a core component of company activities.
Most companies believe values influence two important
strategic areas — relationships and reputation — but do not
see the direct link to growth.
Most companies are not measuring their “Return on Values”
(ROV).”
Top performers consciously connect values and operations.
Values practices vary significantly by region.
The CEO’s tone really matters.
Source: http://www.strategy-business.com/media/file/sb39_05206.pdf

7. It Can Pay to be Ethical
Source: http://ethisphere.com/wme2010/

8. Defining the Use of Codes of Ethics
• Codes a formalization of corporate values or practices designed to guide
the behavior of businesses.
• Codes as an aspirational strategy geared towards demonstrating how
corporations should behave.
• Primary objective of codes is to serve the public health and in so doing,
generate profits.
• Codes as an opportunity to enhance and promote positive corporate
reputation
• Codes helpful in terms of garnering a positive relationship with
government entities
• Codes can also be used as part of an internal control system, product
differentiation in the marketplace, reduced insurance premiums,
improvement in customer relations and maintenance of standards.
Source: The Adoption of Voluntary Codes of Conduct in MNCs: A Three Country Comparative Study

9. Values Integration Project – Auberle Case Study,
PHRA 2008 People Do Matter Finalist
Source:
http://www.pittsburghhra.org/pdm_auberle.php

10. 10 Keys to Values Integration
10 Keys to Values Integration Driving Questions
1. CEO Support and Leadership How does leadership drive the values?
2. Performance Management System Where do values impact performance management?
3. Learning and Development What aspects of training align with the values?
4. Internal Communication How can internal communication maximize values?
5. Reward and Recognition How can values support reward and recognition?
6. Recruitment and Retention Where can values be seen in recruitment and retention?
7. Mentoring and Coaching What steps can coaches take to drive the values?
8. Business Alignment How are the values aligned with the business enterprise?
9. Policies and Procedures What role do values play within policies and procedures?
10.Public Affairs Management Which values play a direct role in public affairs?

11. 10 Keys to Values Integration
1. CEO Support and Leadership
Practices
Values Should be Developed and Nurtured Through the CEO and Leaders
It is Important for the CEO to Publically Talk About the Values Often
Role Modeling the Values is Critical for the CEO and Leaders
CEOs Need to Make the Values an Ongoing Executive Agenda Item
CEO Must be Diligent to Discover Values Success Stories throughout Company
Senior Leaders Should Form Dynamic Think Tanks Focused on Growing Values
CEOs Need to Link Values to Business, Marketing and Strategic Planning

12. 10 Keys to Values Integration
2. Performance Management System
Practices
Values Need to be Integrated within Performance Management System
Employees Should Have Goals that are in Alignment with the Values
Companies can Benefit by Having a Detailed Assessment of Values
Developing a Values-Based Leadership Model can Drive Performance
Leverage Values-Based Behaviors and ROV Via Values Scorecards
Initiate a Values Taskforce to Consistently Focus and Evaluate Values
Quarterly, Leaders Benefit from a Comprehensive Assessment of Values

13. 10 Keys to Values Integration
3. Learning and Development
Practices
Training Should Emphasize the Link Between Values and Learning Objectives
Behaviors Reflective of the Values Must be Demonstrated by Employees
Values Can Be Learning Objectives for Every Course and Assignment
Every Employee Should be Able to Demonstrate Values Link to New Skills
Leadership Circles Provide Learning Opportunities for Values
Every Time a Best Practice is Created, it Must be Aligned with Values
Values Lunch and Learns Generate Momentum for Values-Based Culture

14. 10 Keys to Values Integration
4. Internal Communication
Practices
Employees Should Seek Out Values Success Stories to Share with Others
Daily Memos on the Values Can Build Momentum for Achievement
Company Newsletters with a Section Focused on Values
Online Intranet Provides a Great Platform for Engaging the Values
A Values Hotline Can Be Helpful Toward Answering Values Questions
Quarterly Values Updates from the CEO to All Employees
Values Champions to Ensure Values are Communicated to Team Level

15. 10 Keys to Values Integration
5. Reward and Recognition
Practices
Blend Values into the Reward and Recognition Program
Publically Recognize Employees for Demonstrating the Values
Tangible Incentives Should be Given to the Company’s Values Champions
Coaches and Mentors Need to be Trained on Providing Recognition for Values
Create Values-Based Awards for Employees to be Recognized
Migrate Values within Key Results Areas or Goals to Reward Positive Action
Customize Rewards and Recognition for the Individual Person

16. 10 Keys to Values Integration
6. Recruitment and Retention
Practices
Hire People Who Share the Same Values as the Company
Assess Values-Based Behaviors During the Interview Process
Brand the Employee Experience of Working in a Values-Focused Culture
Consistently Discover Ways to Engage Employees in the Core Values
Ensure Every Leadership Initiative has a Strong Link to the Values
Create a Clear Line of Sight for Employees to Know their Role with Values
Accelerate Values Application via Employee Driven Initiatives

17. 10 Keys to Values Integration
7. Mentoring and Coaching
Practices
Make the Values Apart of the Mentoring and Coaching (M&C) Conversations
M&C Should Receive Training on How to Provide Values-Based Feedback
M&C Can be on the Ground Level of Developing Organizational Core Values
Steps Should be Taken by M&C to Assess Leaders on Values Application
M&C Need to Motivate Leaders to Proactively Apply Values-Based Skills
Create the M&C Leadership Circles to Engage Employees in Values Thinking
Reach Out to Company Alumni for Additional M&C External Opportunities

18. 10 Keys to Values Integration
8. Business Alignment
Practices
Ensure the Values Become an Integral Part of the Business Enterprise
Maximize Values in Developing the Company’s Service Offering
Utilize Values in Next Generation Product Creation
Discover Opportunities in the Marketplace for Values Applications
Create Values Innovation Labs Focused on New Products and Services
Ask Customers About How the Core Values Relate to Their Business
Develop a Values Newsletter to Inspire Current and Potential Customers

19. 10 Keys to Values Integration
9. Policies and Procedures
Practices
Ensure Policies and Procedures (P&P) Support the Core Values
Conduct an Audit of P&P to Determine Fit with Values
Develop Cross-Functional Teams to Periodically Evaluate P&P
Spotlight a P&P Quarterly to Educate Employees about Link with Values
For Every P&P, Explicitly Indicate How It Relates to the Core Values
Create Overall Values Statements that Can Guide P&P
Generate Simple One Page P&P with Values to Increase Employee Interest

20. 10 Keys to Values Integration
10. Public Affairs Management
Practices
Publicize Values Success Stories to External Key Stakeholders
Create Strategic Partnerships with Suppliers & Customers that Share Values
Align Values-Based Behaviors with Corporate Social Responsibility Programs
Public Affairs Department Needs to be Very Clear on Impact of Values
Public Affairs Department can Assist with Internal Values Marketing
Link Core Values with the Davenport Corporate Citizenship Model
Inventory and Categorize Values Stories for Publication and Discussion

21. Values
Tools & Resources

22. TOP 10 ORGANIZATIONL VALUES QUESTIONS
1. Does your company have an actionable values strategy?
2. How effective have the values been towards the bottom line?
3. To what extent do your employees embrace values?
4. What systems do you have in place to maximize values?
5. What do you see as the benefits of a values-based workforce?
6. What barriers stand in your organization’s way of having values?
7. In what ways has values been a strength or weakness?
8. How does your organization bring the values to life?
9. What tools or resources are you missing to engage values?
10. In a perfect organizational world, what would values look like?

23. TOP 10 MOST ADMIRED COMPANIES FOR 2008
1. Apple • Corporate Citizenship
2. Berkshire Hathaway • Focus on Triple Bottom Line
• Volunteer Programs
3. GE
• Innovative Products and Services
4. Google • Cultures Focused on Values
5. Toyota • Successful Business Returns
6. Starbucks • “Do No Evil” Motto
• Green Investments
7. FedEx
• Engaged Employees
8. Procter & Gamble • Strong Brand Loyalty
9. Johnson & Johnson • Integrate Solar Energy
10. Goldman Sachs • Strategic Focus and
Source: http://mutual-funds.us/magazines/fortune/mostadmired/2008/

24. VALUES SCORECARD Max Actual
1. What are the organization’s top (3) values goals and objectives? 5
2. What processes are currently in place to achieve top (3) values goals and objectives? 10
3. Does the organization have a values strategy? 5
4. Does the organization have a budget to support its values strategy? 5
5. Does the organization address dimensions of values in its strategy? 5
6. Does the organization measure its value’s effectiveness? 10
7. Does the organization have process(es) in place to support its values strategy? 5
8. Who has the lead responsibility for managing values within the organization? 5
9. What is the total number of staff dedicated to values in the organization? 5
10. Does the organization have a formal succession planning process? 5
11. What does senior leadership currently do to demonstrate its commitment to values? 5
12. What identifies how senior leadership is held accountable for values implementation? 10
13. What employee groups consistently display values in the majority of their work? 5
14. Do senior leaders involve employee groups in values initiatives? 10
15. What identifies how employees are held accountable for values? 5
16. Has the use of the above measures contributed to the organization’s values success? 5
TOTAL 100
Source: Adapted from the U.S. Department of Commerce and Vice President Al Gore’s National Partnership for Reinventing
Government Benchmarking. Best Practices in Achieving Workforce Diversity.

25. Contact Information Areas of Expertise
Dana E. Jarvis, MPA, MSW • Veterans Engagement
Adjunct Professor of Leadership and Management • Learning and Development
Duquesne University • Organizational Effectiveness
412.855.5369 Cell • Diversity Engagement
"danajarvis" - Skype • Strategic Planning and Implementation
djarv4@gmail.com • Blended Learning Models
www.linkedin.com/in/danajarvis • Project Management
• High Performance Innovation
Author of 7 Essentials for Managing Virtual Teams • Virtual Team Engagement
http://www.amazon.com/7-Essentials-Managing- • Talent Management
Virtual-
Teams/dp/1935551906/ref=sr_1_1?s=books&ie=U
TF8&qid=1355758242&sr=1-1