Corporate values. Company values

When a business is at the nascent stage, and approximate goals begin to take on at least some shape, the question of the ideology and philosophy of the project arises, which very often fades into the background. In pursuit of instant profits and increasing turnover, many entrepreneurs forget about content, devoting all their efforts and efforts to creating an attractive image for the audience. This approach very accurately reflects the tasks of the company, which are limited to momentary profit and do not involve a phased business development. At first, while the process of formation is taking place, one can neglect values ​​and focus on brand promotion, although the absence of a core can create serious reputational risks in the future.

If you take a closer look at the history of large companies, you will notice how corporate values ​​helped them in the development and popularization of their products and services. Someone tried to immediately instill them in all team members, others gradually came to their principles, guided by their own experience and mistakes. There are a few examples that best highlight the intersection points between a company's philosophy and its market positioning:

Apple

• Our products change the lives and work of people
• We don't compromise ethics for profit
• We count on the passion and achievement of everyone
• Rewards must be moral and monetary at the same time
• Employees must have reason to trust the motives and integrity of superiors

Google

• No one will take care of you but yourself
• Always come up with something new
• Every leader must invest
• Data is very important for a company

Adidas

• Don't play political games
• Rely on the facts
• Interact
• Be efficient

Coca Cola

Sony

Mars

Biplane

mcdonalds

Company values ​​are a set of specific rules that are considered the norm for a particular organization. Both the relations between employees and the nature of their communication with customers and partners of the enterprise largely depend on these principles. When it comes to the most significant concepts from the point of view of management, the main place is occupied by corporate principles.

The principles and values ​​of the company: why they are needed and how they affect the business

A company becomes truly successful if all its employees, from the lowest level to the top management, know exactly in which direction it is moving, what is the main goal for which all personnel are working. The conscious contribution of each division to the common cause is a guarantee of stability and prosperity of the enterprise. On this basis, the formation of company values ​​begins, when each employee feels like a significant unit, on whose actions the success of the entire organization depends.

More often we have to observe the situation when the employees of the enterprise are concentrated on solving the current problems exclusively of their unit. This is typical for firms where the corporate culture is not at a high enough level. In order to unite the efforts of the staff and direct them towards achieving common goals, it is necessary to form the company's business values ​​that are common to all employees, which will help them feel like members of a single team and work with full dedication. One of the possible options can be called such a value as trust.

Following generally accepted norms, employees will oppose the commission of acts that do not fit into the system of the company's highest values. If you introduce trust into the circle of corporate culture, you can raise relations within the team to a new level, make interaction between employees open, and the desire to help - natural. Situations that require immediate important decisions will not cause panic among staff, on the contrary, those problems that were previously a source of disagreement will begin to be perceived as current working moments.

There are many examples of such situations, and it is simply impossible to foresee them all in service instructions. Therefore, the corporate value system serves as a guideline for employees to make decisions in each specific case. The way out of a problematic situation can be considered correct when it meets the principles established in the organization and serves as a way to achieve strategic goals. Accordingly, if the decision is contrary to the company's value system, this negatively affects its activities as a whole.

Company values ​​and corporate culture directly depend on its basic principles. The strategic image and mission of each firm is deeply individual, as their key norms differ. A corporate culture based on the values ​​and traditions of the company makes it possible for those employees who adhere to it to feel calm and comfortable.

Why are core company values ​​important?

1. Values ​​are what the corporate culture is based on.
2. They work to increase the attractiveness of the company in the eyes of its potential employees, who agree with its corporate culture.
3. Values ​​help build a management system that does not require constant monitoring of personnel actions.
4. They are necessary to create a situation where employees begin to think and make decisions based on the principles and rules adopted by the company.
5. Values ​​help to implement the company's development strategy.

What are the most important company values: IKEA case

The founder of IKEA, Ingvar Kamprad, is over 90 years old and lives in the Swedish town of Epalenge, surrounded by numerous children and grandchildren. The businessman assures that he is always ready to accept new members into the family - this is how he treats the employees of his company. Kamprad loves to invite guests and discuss business at the table. In the business world, the Swede has become known as an eccentric, because he always follows his own path, contrary to trends and opinion of the majority.

The editors of the magazine "CEO" highlighted the company's key values ​​that helped it become a world leader in the sale of furniture.

Organizational values ​​of the company

Strategic profitability is a forecast of demand in the short term:

• to the current assortment;
• with an acceptable level of profitability;
• with specific customer base, market share and sales volumes;
• in niches, regions, industries that are interesting for the company.

At the same time, socio-economic, political, scientific, technical, environmental factors, marketing and investment funds, competitive advantages, as well as trends, risks and alternative business development options that are directly dependent on them, are taken into account.

Proactivity- this value means not only the ability to adequately respond to ongoing events, but also to act in such a way that the likelihood of unforeseen situations is minimized, not only to adapt to constantly changing circumstances, but also to contribute to the formation of favorable market conditions for the company, that is, to engage in the fact that in the English-speaking environment is known as market-making.

Innovation is the ability to form new development trends and implement fresh ideas earlier than it is done in competing companies. Mastering these skills is a solid foundation for the subsequent development of the value of being proactive.

Competitiveness is the ability to form and develop competitive advantages in all markets - customers, suppliers, investors and labor. This includes constant monitoring of the activities of rival companies according to basic criteria, comparison of their results with their own achievements, analysis of competition in the context of leading client groups and major investors.

Efficiency- this is the creation of conditions for the growth of production, sales, services at a predicted level or higher compared to the ongoing costs of funds, time and labor.

sociality is a focus on progress in the public sphere: the development of employees, improving the level and quality of their lives. This value implies the willingness of the company to include appropriate costs in its financial plan.

Customer focus- this is the understanding that the success of an enterprise largely depends on the customer base and on the level of care that the company shows in relation to the consumers of its products or services. It is expressed in terms such as:

• satisfaction of consumer demand;
• stimulation of its growth;
• deepening demand (expanding the range of goods and services);
• creation of competitive advantages for especially allocated groups of clients;
• formation of demand for newly introduced goods and services.

Initiative is the desire to do the best job possible, achieve optimal results and create an effective organizational environment.

command- these are the general business values ​​of the company, coordinated actions to achieve strategic goals, mutual development of members of groups of managers and performers, as well as individual divisions of the company.

reachability- this is the desire to achieve the set goals by all means, after which to formulate new ones and try to achieve their implementation. In other words, it is a constant movement forward.

mutual obligation is the ability to fulfill given promises and obligations, both horizontally and vertically of the company.

Confidence– confidence that you will not be let down, that all the rules will be observed, and the agreements will be fulfilled.

Controllability- is expressed in how much the top management of the company controls the lower divisions. The manifestation of this value is the consistency of the goals and actions of individual employees and departments completely, the degree of feasibility of administrative orders, the inviolability of the organizational order.

Quality- this is the correspondence of labor processes and the effectiveness of the company's activities to the needs of its customers, the growth of results in relation to the previous ones, as well as in comparison with the achievements of competing firms.

Dignity is an unconditional recognition of the personality of each employee, respect for his point of view.

Conflict-free- this is the ability to avoid acute situations, the desire to reach a compromise through mutual concessions on terms that suit all parties to the relationship.

orderliness is a well-established system of business processes, a rational approach to work, avoiding unnecessary waste of time, finances and material resources.

competitiveness- this is the focus of employees to be no worse than the rest, but to differ for the better. This value is expressed in the comparison of team members among themselves.

Synergy- this is an additional energy impulse that appears as a result of the combination of various success factors inherent in the company as a whole.

purposefulness is not only the desire to achieve previously defined goals, but also to take the initiative in developing new ones.

Strategic- this is the ability to represent the general line of development of the company and, in accordance with it, build current activities.

Stability- is maintaining the balance of the organizational system, which is the result of a constant composition of employees, established internal procedures, customers and profitability.

Market Leadership is to keep the company ahead of other players by creating competitive advantages and unique qualities. It manifests itself in the form of an impeccable reputation, the dynamics of business development, the desire for innovative products.

Safety is the ability of the company to withstand external and internal threats, to avoid various types of damage.

Career- this is the movement of an employee up the career ladder, that is, career growth. It is accompanied by non-official development, that is, an increase in the influence of an employee in accordance with his status and role in the company.

Thrift is the desire to minimize costs, save resources without affecting the quality of processes and the final result of the activity.

Responsibility- this is the ability of an individual employee or an entire unit to compensate for the damage caused as a result of their professional blunders, or losses incurred due to failure to fulfill their obligations.

Professionalism is the possession of a set of competencies necessary for a specialist, and successful use at any of the main levels:

• ordinary level - the ability to perform routine work, avoiding marriage;
• high level - the ability to optimize the performance of everyday routine operations, as well as to cope with work of increased complexity without errors;
• avant-garde level - the ability of an employee to apply previously unused methods and methods of activity, set new tasks for work of varying degrees of complexity. At the same time, such innovations are unconditionally recognized as more effective than generally accepted ones, and are recommended for development by other specialists.

Democracy is the participation of all personnel in decision-making, based on the point of view of the majority, without violating the rights of the minority.

Creativity- this is the use of a creative approach to identify fresh useful ideas in various areas of the enterprise.

Loyalty is the commitment of the company's employees, their willingness to suffer personal losses if the organization has temporary difficulties, as well as the commitment of customers and their desire to maintain business relations with a partner, despite his problems.

Optimism- this is a psychological attitude towards success, changes for the better.

Comfort are comfortable working conditions that contribute to more productive work.

benevolence- this is a type of relationship, the psychological climate in the company, which is characterized by helping each other and positive emotions.

Wholeness, unity- this is the ability of management to orient employees and departments to achieve the overall goals of the company.

Time (punctuality)- this is a strict adherence to schedules, schedules and plans.

Tempo, speed is the ability to complete work tasks on time or faster than competitors.

Discipline- this is following the accepted organizational routine, fulfilling duties in full within the specified time frame and with high quality.

Employee welfare- this is income and standard of living, which are quite high when compared with other similar categories of the population.

Interesting job- this is the content and organization of work, fascinating in itself, regardless of the level and methods of remuneration.

Stress resistance It is the ability to maintain control over oneself in difficult times.

Business growth is an increase in volume production indicators and territorial expansion of the enterprise.

Business development is the introduction of new management methods and the conquest of previously untapped market niches, the desire for renewal.

Ethics, honesty- this is sincerity, truthfulness, impeccability in business and relationships.

Reputation- this is the place that an employee or department occupies on a conditional recognition scale in significant groups.

openness is a complete willingness to share information and competencies with others.

Company value system: creation algorithm

The process of forming company values ​​includes several stages. The organization can do this on its own or use the help of a specialist. For values ​​to really work, the entire creation process must go through completely.

1. Determining the company's current values.
2. Study of the main mission and strategic image.
3. Analysis of long-term goals.
4. Research and evaluation of the basic directions of the company's activity.
5. Formulating a list of expected corporate values ​​based on the identified mission, strategic vision, competencies and goals.
6. Engaging employees to work with the definition of possible values.
7. A strategic meeting at which the system of corporate values ​​is finally approved.
8. Putting company values ​​into practice, for example, what needs to be done to create conditions for sales growth? How to be innovative in everyday activities?
9. Approval of the final list of values ​​that are mandatory for all employees of the company.
10. Reporting to the staff of the list of accepted values, introduction into consciousness, acceptance and further adherence to them. All innovations are initially perceived by each person with skepticism. If the company is small, all employees are immediately involved in the process of forming corporate values. For large organizations with 50 to 100 employees, it's best to start with a few employees from each level. When making decisions, it is worth relying on the opinion of those employees who are leaders for their colleagues.

Cases when none of the employees accepts the values ​​of the company introduced by the management and is not going to adhere to them cannot be called rare. Often values ​​exist on paper, but in reality no one follows them.

Employees are difficult to influence when it comes to formal relationships, but it is quite possible to exercise control over informal ones. TO formal can be attributed:

• openness;
• respect for each other;
• mutual assistance;
• other interpersonal relationships.

TO informal:

• closeness;
• internal corporate war;
• visibility of vigorous activity;
• competition for resources.

Often the very existence of informal values ​​remains a mystery to managers, since their promotion takes place behind the scenes, but very effectively. No effort is needed to implement them; on the contrary, such values ​​require a long and persistent struggle against them.

When a conflict-prone employee who promotes informal values ​​that are opposite to what the company implements is identified, a preventive conversation is held with him first. If it did not bring the desired result, it is worth considering the dismissal of such a person, since his behavior has a negative impact on both the team and the development of the enterprise as a whole.

When developing company values, it is necessary to take into account the interests of each employee, but at the same time take care of its stability and financial well-being. Excessive bonuses for staff or too large discounts for customers cannot be a reliable basis for corporate culture.

The relationship between mission, vision and values ​​should be maintained. Otherwise, the company is threatened with extinction, and the loyalty of the team will decline. The CEO is responsible for overseeing this process.

First of all, both managers and their employees need to know the answers to the following questions:

• Why and for what purpose should the principles be followed?
• How is this beneficial for employees?
• What happens if values ​​are ignored?
• What role does this or that value play in decision making?
• How should you behave in accordance with the corporate culture?

It's good when employees have an example of corporate values ​​for them, for the company as a whole, for its shareholders, for customers. It is very important that it is clear to them how they can achieve their goals. Such a result can be obtained only through constant work with the team. The responsibility of the manager should include the function of answering questions from employees in order to orient them in the right direction. It would be useful to use instructions with values ​​and examples. It will also help to organize trainings under the guidance of an experienced specialist, whose opinion the majority of employees will listen to.

The company's value system is developed using various techniques. The nominal group method is considered the most common and proven to be effective.

Developing Company Values: The Nominal Group Method

How to act so that the values ​​of the company are not just written down on paper, but really work? The nominal group method can be just such a way.

Nominal Group Method (NGM) enables effective joint decision making. It is a collective process that undergoes careful planning. It is a strategy of group activity, when ideas are born in the course of a joint discussion of problems. The method works well in cases where the opinion of everyone expressed in the process, as a result, allows you to come to a common decision. Its value lies in the opportunity to hear many points of view and share information that is not heard during meetings held in the usual format. In the course of such a discussion, new non-standard approaches to solving problems can be born.

MNG implies the simultaneous participation of 8-12 people under the guidance of a coordinator. The selection of employees is carried out based on the level of their competence. At the same time, the work will be much more efficient if the employee and his immediate supervisor are not simultaneously involved in the group.

As a rule, MNG takes 2-3 hours.

MNG includes the following stages:

1. Introduction. The coordinator introduces the participants to the progress of the work and sets the rules.

The following topics are covered:

• the purpose of the collaboration and the importance of the process;
• MNG stages;
• ways to apply the results;
• task formulation.

The task must be short and precise. The coordinator should make sure that it is clear to all members of the working group and that there are no differences in the perception of its essence.

Self-instruction is often used, during which employees themselves explain the meaning of the task assigned to them and formulate it in a way that is convenient for them.

2. Silent generation. The next stage lasts no more than 15 minutes, during which the participants silently write down the options for solving the problem that come to their mind. An important condition is the requirement to fix absolutely all thoughts on paper, even if at first glance they look too bold.

At this stage, the goal of maximizing the range of search for possible solutions to the problem is achieved.

It is necessary to achieve complete silence during silent generation, preventing attempts to exchange information between group members. Practice shows that the maximum number of ideas can be obtained precisely in the mode of individual work.

3. Stage of unordered enumeration of ideas. During this stage, the facilitator proposes to call each participant in turn one of his ideas, written down during silent generation or just came to mind. All statements are recorded on the board, flipchart or using a computer and a projector. The conversation involves only the coordinator and the employee who is currently voicing his version of the solution. Criticism from others present is prohibited. No strict order is observed. The purpose of this stage is to express all the ideas and present them in the form of a publicly available list.

4. The stage of understanding ideas. It is still not possible to criticize the proposals under discussion, as reminded by the facilitator. He reads out all the points of the resulting list of ideas. Participants suggest getting rid of duplicate sentences, combining several into one, and so on. At this stage, it is important to keep pace. The transition from one idea to another happens quickly, so the participants do not have time to remember who the author is. This is necessary for the members of the group to understand that the list is the result of their joint work, that they are working towards a common goal. The task of this stage is to obtain a list of ideas, discarding repetitive or unpromising options.

5. Ranking. This stage involves the expression by the group members of their opinion about the voiced ideas. They can both approve and criticize, while the authorship of the proposals has already been leveled, each thought is the result of joint work and is evaluated detachedly, without reference to a specific employee who expressed it.

Before starting the ranking, there is usually a break, during which the facilitator and an assistant reshape the list of ideas - remove unnecessary entries, strikethroughs, corrections, transfer to a flipchart or print out for each participant a copy of the final list of proposals. This point further emphasizes that the selected ideas are the result of a common effort. When they get their hands on or see a brand new product on a projector, team members no longer associate themselves with the offerings listed there.

The result of the ranking should be a kind of voting for a particular item on the list, proposed as a solution to the problem. The results are summed up either by the coordinator and his assistant, or by the participants themselves.

6. Final stage. At this stage, the ranking results are announced. The discussion is conducted under the direct supervision of the coordinator, who draws the attention of the participants to those points for which the largest number of votes were taken. Each of those present is sure that he has already brought to the attention of those around him his opinion on the issues under discussion, which was heard and accepted by them. At this stage, the participants show great interest in solving the tasks assigned to them, and it is important for the facilitator to direct this increase in attention to the formulation of the next steps to achieve the common goal.

The development of corporate values ​​can be carried out with the involvement of all employees of the company. As a rule, such joint activity brings more benefits than the introduction of any norms by order. As a result, employees comply with the established rules of conduct in the corporate environment more carefully.

How to develop corporate values ​​of the company together with employees

Step 1. Each division delegates several people to the working group. If the department is small, all employees are involved in the process.

Step 2. Each person is tasked with making a list of 10 company values ​​that are important in communicating with customers, colleagues and partners, and are also the basis of current activities. At the same time, the wording of the proposed values ​​should be as concise and precise as possible: “customer orientation”, “sociality”, “teamwork”.

Step 3. From all the proposed principles, we form a general list, removing duplicate items. Good help in this flipchart. It clearly demonstrates to the participants in the process that each of them contributes to the common cause. When creating company values, a sheet of paper is taken and divided into several columns. Each principle proposed by employees is placed in a column that makes sense. To make the essence of the statement clear to all participants, the author can make a brief explanation, for example, suggesting “globalism” as a corporate value, the employee adds a comment: “Erasing boundaries and destroying stereotypes, we are moving towards each other.”

Step 4. We organize a discussion of a ready-made list of company values ​​​​and ways to fulfill the mission. You should not involve more than 25 people, in a large company one or two employees from each department are enough.

Step 5. The final stage - the result of the discussion in the form of a final list of principles is submitted for consideration by the company's management. The approved option must be fixed by an internal regulatory act.

This stage of creating corporate values ​​for most organizations is the final one. The most that a manager can then do is to publish documents on the Internet that reflect the company's core values. If we limit ourselves to this, the operation of the principles is unlikely to be effective enough. It is necessary to develop and introduce a system of incentives aimed at thoroughly following the company's values ​​by employees.

The management of the organization should:

• set an example for all staff, observing corporate values;
• regularly organize seminars and focus the attention of employees on the importance of general principles;
• create convenient moments for informal communication with subordinates;
• record the stories that occur in the course of the company's activities and bring them to the attention of employees;
• introduce slang words into everyday life, which will reflect the values ​​​​of working in the company;
• come up with an effective way to reward employees who make every effort to follow the company's corporate values. For example, to announce a competition, the winner of which will be the employee who has received the maximum number of votes, and give him a worthy prize.

7 examples of the best company values ​​and missions

What is the focus of an organization that wants to achieve success? As can be seen from the results of the review Fortune, the values ​​of the largest companies and those in the middle market segment are significantly different:

The motto of successful companies is "do it, fix it, try it." They are distinguished by positive energy, based on a deep conviction in the correctness of the chosen strategy.

Airbnb. Our mission is to open the doors of Airbnb to the next generation of interns and recent graduates ready for a life-changing adventure.

It is headquartered in San Francisco and assists people in finding rental housing in other countries for tourism or business purposes. The staff of the organization is 1,600 people. In 2016, it was named the No. 1 employer company by the Glassdoor Employees' Choice Award.

The main values ​​of the company:

1. Make mission the meaning of life.
2. Be glad to the guests.
3. Don't create complications.
4. Pay attention to details.
5. Get creative.
6. Live the spirit of adventure.

Values ​​are directly related to the product provided by the company and express the traits that are mandatory for its employees - an adventurous temperament, courage and desire for new experiences.

Bain & Co. The mission is to add value to the client company's business, to make it successful, and it entails some consequences.

International consulting company. The total number of employees is 5,400 people in 32 countries. Second place winner in the nomination where Airbnb is in the lead.

The company's value system has its own name - True North:

• passion,
• dedication,
• truthfulness,
• openness,
• practical approach,
• team spirit,
• share of humor and irony in communication with each other.

The last point indicates that the company welcomes normal human relations.

IKEA. IKEA's mission is to create well-designed products at low prices.

The total number of employees is 155,000 people.

Key values ​​of the company:

• modesty and willpower;
• leader is a role model;
• have the courage to be different;
• be a team member and be enthusiastic;
• economy;
• constant striving for improvement;
• responsibility for your actions.

Each employee should choose one value as a personal benchmark.

Twitter. Twitter's mission is to enable everyone to share ideas and information instantly, without barriers.

Company values ​​derived from the mission (according to Brian Schipper, VP of HR Twitter):

“We see our mission in putting users first, and from here follows our goal - we strive to give each of them the opportunity to be heard, seen and the chance to convey their thoughts and experiences to others without delay. This is what we consider our compass, which showed us the way when creating a platform and developing a product. We dream of empowering people to connect across borders and be a force for good in the world.”

Zappos. The mission of Zappos is to live with the WOW feeling and deliver it to customers.

An online clothing and footwear store headquartered in Las Vegas. Zappos is the place of work for 1,500 people.

1. Call customers "Wow!" thanks to the excellent service.
2. Create conditions for change and manage them.
3. Be funny and a little weird.
4. Maintain the spirit of adventurism, creativity and openness.
5. Strive for growth and learning.
6. Communicate honestly and openly.
7. Bring positive to the team and create a family spirit in it.
8. Do more with less.
9. Be dedicated to your work.

The company's value statements are respected for their accuracy. The very first one is especially good - it emphasizes that the main goal is not just to sell clothes, but to delight the client.

Pinterest. The mission of Pinterest is to help you do what you love.

The community was created to share images. The number of employees is 500 people.

Team Values:

1. We respect users.
2. We grow up.
3. We are acting.
4. We are true to ourselves.

About attitude to work:

1. Be curious.
2. Rest when you need it.
3. Reserve the right to have some fun sometimes.
4. Participate in the creation of the next generation.
5. Connect great minds.

Very democratic and perfectly demonstrates the relationships maintained in the team.

Starbucks. The mission is to saturate not only the guests themselves, but also to create a good mood for them.

A large chain of coffee houses, in total it employs 182,000 people.

Company values:

1. Create a comfortable business environment and treat each other with respect and dignity.
2. See diversity as one of the most important components of business.
3. Apply the highest requirements to the quality of raw materials, roasting and coffee preparation processes.
4. Deliver customer satisfaction with every cup of coffee.
5. Make a positive impact on society and the environment.
6. Always remember that profitability is the key to our future success.

The main thing for Starbucks is a quality product.

Find out why company values ​​are needed and what they are. The algorithm will allow you to develop corporate values ​​in a month. And the unique "Book of Values" will help to implement them in the company.

From the article you will learn:

Useful materials on the topic:

Why are company values ​​important?

Company values ​​are a set of business and moral principles shared by all employees. Usually they are formulated in the form of concepts or statements, under which both an ordinary worker and the head of the company are ready to subscribe.

Compare the values ​​of two large companies:

The question arises why the values ​​of the company are needed. Here is a simple example that clearly shows that understanding the values ​​of the team helps to make competent management decisions.

When formulating company values, remember that they make the company attractive to potential employees, customers, and investors. It is part of the company's image and its external brand. If the values ​​of the company are correct, this gives the manager the opportunity to reduce control over the personnel, which means to devote more time to strategic tasks.

But employees are not always ready to follow corporate values. In this case, the main reason is that they are written only on paper.

What are the values ​​of the company

Every company has its own unique set of values. This is what sets it apart from its competitors. This is what attracts new employees to the company and keeps long-term employees in it.

About 50 values ​​are distinguished in the literature on company values: from global “strategic profitability” to specific “responsibility” and “thrift”. To make it easier to understand the values ​​and choose the right ones for your company, it is customary to distinguish four types of values:

1. Core values provide the required level of company efficiency. This is the basic law of the company, it must not be violated for the sake of economic gain.

Core Values ​​Example

• controllability means "less tasks - more rules", i.e. a large number of orders are replaced by a system of streamlined business procedures;
• reachability is embodied in the rules “we report on results, not events”, “it is not the experience that is important, but the achievements”.
• command: “if someone is absent, the rest take over his functions”, “we build relationships according to the principle “Adult - Adult”, and not “Parent - Child”, etc.
• pace: the value of time - "no tasks without deadlines."

2. Highest values directed to the future, this is what the company strives for. Without these values, the company stops in development. These are "desirable" values.

For example, in a newly created company, where all employees are like-minded and ready to work day and night, such a value as “balancing personal life and work” will not be basic. It will be "desirable", this is what needs to be achieved.

Example of higher values:

• proactivity, i.e. the ability to anticipate and act proactively. Explain to employees that proactivity is about actions, not talk about the future. For example, a subordinate may come to the manager every day with new ideas on how to complete the project faster and more successfully, instead of doing at least something. This will make the leader angry. But the subordinate may claim to be acting according to the value of "proactive";
• innovation expressed by the motto: "There is nothing that cannot be improved";
• clientele: "Don't tell the client "no", but offer options";
• competitiveness: "Respect, know and outperform your competitor."

List of activities and tasks for the introduction of corporate culture in the organization

3 .Professional values are the values ​​that are sought in job candidates. These are the traits and characteristics without which a new employee will not be able to take root in the company. These are some values ​​that will be a priori common to everyone who starts working in the company. The most common are "Responsibility" and "Communication".

Examples of corporate values:

• create a good work environment and treat each other with respect and dignity (Starbucks coffee chain).
• do (live) the mission (Airbnb);
• be adventurous, creative and open to everything
• (Zappos - online clothing and footwear store);
• commitment to the team (consulting firm Bain & Company).

4. Unique values Not all companies have. According to their management, they fundamentally distinguish the company from competitors and attract non-standard employees.

Examples of unique values:

• live the spirit of adventure (an Airbnb value);
• not taking each other too seriously (consulting firm Bain & Company);
• sport is the foundation of everything we do (Adidas) ;
• call "Wow" thanks to the service (online store of clothes and shoes Zappos).

« Book of values» will help identify and implement corporate values

The development will help increase the engagement index, improve the psychological climate

How to develop company values

We suggest using an algorithm that will allow you to develop and implement corporate values ​​in a month.

Experts advise documenting corporate values ​​if the organization changes ownership or strategy, for example, the business expands.

Step 2. Describe corporate values ​​with the help of the working group.

Form a team that will consist of 80 percent of the leaders and 20 percent of the key employees with the maximum seniority in the company.

Step 3. Present values ​​in groups of up to 50 people.

The staff will not follow the values ​​just because you post them on an internal portal or send them to everyone by corporate mail. It will be more reliable to conduct an interactive presentation. To do this, instruct a business coach to develop games to reinforce values.

Step 4. Get a set of rules from the working group.

Invite the working group to process the rules in the same way as the values: group similar ideas, turn the negative into a positive, check with the strategy and remove the excess.

Step 5. Broadcast the company's values ​​and rules to the entire state.

To ensure that staff in all your branches learn about corporate values, educate managers, implement interactive competitions, accept only like-minded people on the team, remind staff of values, and review these settings once a year.

We, we consider our goods as a means of changing the quality of life of people in Russia, we help to realize ideas and dreams related to construction, renovation or business in this area, turning the process of buying goods into enjoying professional advice and simple, fast shipment. Developing together with employees and partners, we give an opportunity to be proud of our achievements!

Key values ​​and principles.

Forming the foundation of our culture, our corporate values ​​allow us to work as a team and stand up for our beliefs anytime, anywhere. Our corporate values ​​are based on our experience and form the basis of our progress. The task for each of us is to be guided by corporate values ​​in our daily work.

1. Interesting job. Customer orientation.

We carry out our duties with sincere passion, trying to bring something new to the work, which allows us to make it more interesting and productive. We can always count on receiving work of interesting content, subject to the conditions of responsibility, honesty and decency in relation to the Company.

We strive for leadership and look far ahead. We do everything to develop and ensure the competitiveness of our products and partners, focusing on long-term mutually beneficial relationships, because they choose us. We comply with our obligations and strive to act on the basis of common interests.

1. Efficiency. Achievements of goals.

We set aggressive goals and push ourselves to achieve them.

The efforts of all employees should be aimed at achieving results. To achieve this, we all need to understand the Company's strategy and goals. There are no unimportant positions, everyone works to achieve their specific and private goals, but the success of everyone else depends on this work. Everything we do is focused on the result and achieving the set goals with minimal costs and on time, for which we find new ways to solve the tasks, optimally distribute the available resources, and improve the interaction systems.

1. Happy family life. Health.

We are confident that a healthy and strong family is the basis for the formation of sustainable life values ​​and a harmonious personality. Thanks to the observance of the moral foundations of marriage, the strengthening of responsible and respectful relationships with loved ones, each of us gets ample opportunities for further development and self-improvement. Health is one of the most important human resources that allows you to be effective in your activities. We take care of our health and the health of loved ones, strengthen it, promote a healthy lifestyle. We are aware that addictions and addictions cause irreparable harm to health and do not welcome them in others.

1. Self improvement. Continuous learning.

We are proud of our employees - professionals who want to grow with the Company, pick up and help implement all new ideas. We value initiative, employee status, authority and respect, which are determined by the leadership qualities of a person, and not by position. We strive for positive transformations in all areas of work and life, based on the desire for self-improvement. People see the Company as a place where they want to build their career, for them it is a matter of life, and not a place where they went to talk. We seriously strive to create a sense of belonging in our employees, because there is every chance to achieve this in a Company that is growing as fast as ours. It would be simply foolish to let the enthusiasm of people who believe they are building a great company burn out. We learn, consolidate knowledge and teach others. Any process and any activity can be done better if only we learn from each other, keep this knowledge in the Company and make it available to everyone. The culture of continuous learning is learning for organizational progress and learning for individual progress.

1. Responsibility. Self-discipline. Honesty and decency.

We are confident that the current work and further development of the Company is possible only if each of us realizes the importance of his influence on the processes taking place in his life and at work, that the results of the activities of colleagues and the Company depend on his actions and fulfillment of the obligations assumed. generally. When we employ people with interest and self-discipline, we do not need an excessive management hierarchy. When we have disciplined actions, we do not need excessive control. We openly and truthfully speak about the actual state of affairs and the motives that guide us, are true to our obligations, ideas and beliefs, which is reflected in our actions and behavior.

1. Strong will. Cheerfulness and optimism.

We are firm and resolute in our desire to achieve the set goal, thanks to which we easily find the strength to overcome any obstacles, as well as the support of colleagues of partners in the implementation of the tasks set. We perceive any difficulties as an opportunity to learn something new. We value every moment in our lives and have a positive attitude towards the world around us.

1. Good management. Teamwork.

The attitude of employees towards their colleagues is of paramount importance. Employees must have reason to trust the motives and integrity of their supervisors. Management is responsible for creating a productive environment in which the values ​​of employees and the Company flourish. Since no goal is unbearable for any single person, we welcome and encourage the interaction of employees with managers, assistance in implementing various ideas in order to increase the Company's efficiency. Team spirit helps us to meet customer expectations. We support each other and celebrate victories and rewards together.

Ethical norms and rules:

1. Norms of relationships within the Company.

1. We take all necessary measures to ensure safety, health and labor protection as key aspects of ensuring the Company's activities.
2. We create conditions conducive to professional and personal growth and development of employees, as well as strengthening their well-being.
3. In matters of quality, we do not compromise. We are constantly working to improve our service and range, as well as important innovations.
4. We respect the products manufactured or sold by the Company, not allowing them to be discriminated against by third parties. We respect the symbols of the Company.
5. We avoid conflicts of interest - situations where the personal interest of an employee is contrary to the interests of the Company, affects or may affect the performance of his duties. We inform management of such cases in order to prevent or resolve them.
6. We are open, tactful, polite and extremely honest in interaction with colleagues, thus showing respect for their position and views.
7. We rely only on facts and objective criteria when evaluating the actions of colleagues and, at the same time, perceive constructive criticism of our actions and results as an incentive for further self-improvement.
8. We recognize the subordination that exists in the Company and the need to obey the decisions of higher management and perform tasks from employees who are responsible for the business processes in which we participate.
9. We strive to create a system of our professional activities, describing all work processes, setting standards.
10. We create conditions for the transparency of all work processes and motivation systems, structuring work and setting clear performance and efficiency indicators.
11. We clearly comply with all established norms, regimes and deadlines, thereby making work processes stable. We strive to comply with the impeccable order in their implementation.
12. We ensure the reliability of the data provided on the results of work
13. We understand that each of us is an important element of the system and we need to make every effort for its effective operation as a whole.

1. Standards in interaction with partners, customers and competitors.

1. We carry out timely and high-quality fulfillment of our obligations to partners and clients, we readily provide consulting and organizational assistance.
2. We strive to develop together with partners.
3. We treat our competitors with respect, because they are one of the key factors driving our continuous development, they are an important criterion in assessing our successes and mistakes. We adhere to the principles of fair competition.
4. We give preference to negotiations and finding a compromise in case of disagreements and disputes.

1. Standards for working with information related to the activities of the Company.

1. We are attentive to the storage of proprietary information that is not subject to disclosure in order not to distribute it outside the Company, and we also do not use proprietary information for personal purposes and the interests of third parties.
2. We strive to comprehensively cover the activities of the Company in the media, on the Internet and in other ways in order to improve and protect the reputation of the Company and employees.

1. In the use of Company resources.

1. We take good care of the property and intangible assets of the Company and make every effort to preserve and use them more rationally.
2. We use Company resources (office equipment, communications equipment, software and network resources) solely for professional purposes.
3. We understand that any equipment we work with is the property of the company.

1. Regarding the culture of the Company (appearance and speech of employees).

1. We maintain a neat appearance and an accepted dress code.
2. We carefully monitor competent oral and written speech, avoid swearing, vulgarism, slang.
3. We adhere to a polite manner of speaking, we do not allow raising our voice and an offensive tone, we exclude familiarity in communicating with others.

Measures and mechanisms for maintaining key values

1. We promote an active and positive outlook on life by organizing various corporate events. We take care of the health of our employees, actively responding to the ideas of holding various sports events and competitions. We help organize mass sports by renting sports complexes. An example is the football team "Center SM"
2. We strive to strengthen the family views of our employees, organize children's competitions, and give gifts. We encourage such an initiative.
3. We make our work more interesting by giving employees the opportunity to participate in various projects and internships.
4. We improve and develop our employees, organize various training programs for them.
5. We support the efficiency of employees in business, focus on achieving results with various systems of material and non-material motivation
   

Compliance

1. Each employee voluntarily assumes responsibility for compliance with the rules and regulations of the Company, openly demonstrates adherence to the provisions and, by his own example, involves his colleagues in this.
2. The heads of structural divisions are a model of compliance with the regulations for their subordinates, control the behavior of their staff in terms of the implementation of the norms and carry out work that contributes to their understanding.
3. The company undertakes to communicate the content and strengthen values ​​and norms to employees by all available means, as well as to provide all possible support in their understanding.

1. Values ​​are a tool for the operational management of a company. Surprised? However, it is. I don't presume to judge the reason why values ​​are often referred to as "a free application to the strategy, for show." But this is a powerful assistant in the implementation of the strategy! To begin with, here are the most popular misconceptions about values ​​that we regularly hear:

• Values ​​are necessary for strategy, because it is written in management books
• The development of values ​​can be entrusted to external consultants (HR director, marketing department, etc.). I'm not kidding, these are real examples.
• There is a list of standard values, you can choose those that suit our company
• There should be five values
• Values ​​have nothing to do with running a company
• After developing the value, you can simply send it to all employees by mail
• It is enough to write values ​​​​and place them on the site

This list can go on, but here is what we have heard dozens of times. I consider it important to dispel all these misconceptions. To do this, let's start with a general definition of values. Values(value, gaidingprinciples) are general directives that set the foundation for how an organization manages operations.

Simply put, values ​​help determine how to behave in a situation of uncertainty, indicate direction and coordinate movement. Values ​​- this is what creates in the company "management by concepts", which is "management by values".

Why is it important for an organization to have strong values ​​and clear rules (or principles) that specify them? There are many stories of stable companies that stick to the same values ​​for years. In companies with a strong corporate culture, values ​​become the "core rules of the game" that help companies weather crisis years and maintain a strong corporate culture. You can read more about these core rules in Jim Collins and Morten Huntchen's Great by Choice (MYTH, 2013). Collins calls them "SMaK": " The rules of SMaC are not a strategy, not a culture, not a value system, not an end or a means… The SMaC recipe also includes prohibitions - what should not be done". Companies such as Apple (under the leadership of Steve Jobs), Intel, Microsoft, Southwest Airlines strictly followed their key principles, without retreating or changing them. This allowed them to quickly navigate difficult moments, select employees who correspond to these principles, and conquer the market despite mistakes and blunders Southwest Airlines CMaC recipe example:

"1. We remain a carrier for short distances, flights lasting no more than two hours

2. Boeing 737 will be our main aircraft for the next 10-12 years

3. We maintain a high level of aircraft operation and short pauses between flights, in most cases 10 minutes is enough

4. Our main product is the passenger. We refuse cargo and mail, with the exception of small parcels with low cost and high profitability

5. Keeping ticket prices low and flights frequent

6. We do not serve food on board

7. Uncooperative on ticket sales, fares and computers, our unique airports do not accept other flights

8. Texas remains the main territory for us, we go outside the state only where there is a niche of frequent and short-haul flights available to us

9. We keep the family atmosphere of the company, do not stop joking. We are proud of our employees

10. Keep it simple. Save your ticketing at the box office ... "

On the other hand, there are companies in which top management involves the employees of the company in the development of values. For example, Enter (enter.ru) did the following:

"We have our own approach to the spiritual component of the company. We wrote the mission and values ​​ourselves. Each employee is directly related to them. For us, this is not a brass plate with words on the wall, for us these are the principles of daily communication and work with each other and with partners.

Our values

Result - YES!

I have goals, they are limited by time and have clear parameters. By taking actions and making decisions, I make sure that they bring me closer to my goals. Within the framework of a commercial organization, everything is measurable, the result is a clear and obvious thing. Therefore, I want to answer the question “Done?” Always proudly answer “Yes!”. I perceive the goals of the team and the company as my own, regardless of the role that I occupy in the team. I think like an entrepreneur who cares about his business.

ITeamDA

I feel part of the team and emotionally connected to it. It is important for me to be involved, it is important to share with the team both dizzying successes and the consequences of mistakes. I support the team leaders, I am attentive to the initiatives of other members, I understand my role in the team and I am ready to fulfill it in the best possible way.

Instead of waiting for someone "in charge of the process" to make a decision and direct the team, I'm ready to take the lead. I consider myself the author of what is happening, and I consider all external obstacles as conditions of the problem. I am ready to support those who doubt their abilities, offer solutions, be a leader regardless of my formal status.

Freshness

Usually I find it easier to solve problems in proven ways, but the world changes quickly, and the chosen habits no longer work. Therefore, I am ready to hear alternative opinions, especially if these opinions do not agree with mine. I am ready to act in a new way and bring freshness. If you close yourself from everything new, you can very quickly become the past. My goal is to be the future. I am a source of new ideas, a person who actively improves processes. I offer fresh solutions to my colleagues and partners. For me, the search for new ideas and ways is an important and constant part of my work. I understand that to stop changing means to stop your growth and the development of your company.

Joy - YES!

I look for inspiration in my even small successes and successes of my colleagues, I strive to enjoy interaction with like-minded people, people who are close to me in spirit. It is important for me to feel joy in what I do.

I choose to be a source of joy no matter the circumstances. Difficulties in work can be seen as a reason to fall into despondency and create around yourself an atmosphere of decline and tension. But my choice is a positive attitude. Faced with obstacles, I look for solutions. Creating joy is a way for me to be more efficient and enjoy life more.

Speed ​​- YES!

I am ready to maintain the pace proposed by the partners. I understand that our overall speed depends on the results in my area. It is important for me to fulfill my obligations within the agreed time frame. I offer ambitious deadlines, looking for ways to increase the speed of solving problems.

All this formed the basis of our YES Philosophy!

Values ​​make sense when I use them to evaluate MY performance. The most useless thing about values ​​is to watch how others manifest themselves in them. It is important when I myself understand how much I correspond to the values ​​of the company, how much I myself am a team player.

A significant part of the manifestations in our values ​​is feedback. In fact, it is any reaction of people to my actions and my reaction to the actions of people around me. I give it and I receive it. When I give feedback, it is important to ensure that it is done in a positive, welcoming atmosphere and with the consent of the person to whom I am giving it. It is also important for the team how I respond to feedback: the willingness to listen and accept."

Without clear value-oriented messages, it is difficult to build a strong corporate culture and a team of like-minded people. If you think of an organization as a building, then values ​​are the foundation. When an organization clearly understands its advantages and the basic rules that express the nature of the organization, it becomes clear who is suitable for such an organization and who is not, how to behave in a given situation.

Why are values ​​needed?

1. Values ​​are the basic elements of corporate culture
2. Values ​​increase the attractiveness of the company in the face of potential candidates (corresponding to the corporate culture)
3. Values ​​allow you to build a management system that does not require constant "manual control" and high regulation
4. Values ​​help to create a culture in which employees begin to "think" and be guided in decision making by principles or rules.
5. Values ​​Help Execute Strategy

2. Examples of values ​​from different fields

Consider examples. According to Michael Wilkinson (a recognized specialist in group work and strategic management), the formula “We believe ... (value). Therefore, we will ... (style of behavior) ”is a standard format for combining values ​​\u200b\u200band rules (principles). (Michael Wilkinson. The Executive guide to facilitating strategy). Notice the different ways in which these principles are structured, how the value is articulated, and the behavior that supports that value.

Continuous development

We are committed to continuous development. Therefore, we will try not to repeat the same mistakes. If a mistake is made, we will not only fix it, but also try to understand why the mistake happened and what we should do to prevent it from happening again in the future.

We conduct our business in a socially responsible and ethical manner. We respect the law, support universal human rights, protect the environment, and help the communities in which we operate.

Socially responsible company

We are committed to making this world a better place by participating in our community.

Customer service

Because we value our customers, we:

• put our customers first;
• we do our best to meet the needs of our customers;
• provide unparalleled customer service;
• treat our clients with respect and dignity;
• we continue to “date” with our clients on an ongoing basis even after the establishment of a business relationship;
• behave courteously with our customers;
• we listen to our clients;
• We respond to our customers in a timely manner.

Customer service

We do not forget that our clients are our leaders and that they pay us a salary. We are responsive, courteous, skilled and punctual.

Customer service

We provide an unparalleled service with a fanatical eye for order and detail.

Devotion

We give our all, working harder and harder than our competitors in order to

help our organization succeed.

Enthusiasm

Every day we carry out our work with all possible passion and energy.

Bringing it to the end

We do what we are going to do. Bringing the matter to the end and mastery of execution is our goal.

Industry Leaders

We believe that the effectiveness of industry leaders depends on investing in innovative ideas. Therefore we will:

• interact with our customers to understand and respond to their changing needs;
• look for new opportunities;
• create and maintain partnerships;
• strive to be at the forefront of the industry.

Honesty

We do everything right, even if no one is watching us. We strive to maintain a high level of integrity and consistency in our relationships with clients and within our team. Lack of integrity is unacceptable.

Honesty

Ethics and integrity govern our conduct in dealing with customers, team members, suppliers and our company.

Leadership

We believe in progressive leadership - in leaders who understand that their task is to increase the effectiveness of their employees. Therefore we will:

• on top as leaders;
• make guiding decisions according to the list (eg ethics, feasibility, legitimacy, impact);
• consistent in the decision-making process;
• increase our resources, both human and financial;
• evaluate the work of employees according to the results of their activities.

Needs Oriented

We consider the needs of our customers not just to meet their requirements. We strive to understand the deep needs of our customers in order to be sure that we offer truly working solutions.

openness

We listen to the ideas of others and encourage open dialogue.

Owner mindset

We believe in the owner mindset. We use the company's money as our own. We economically spend our time only on activities that generate income for the company.

Work performance standards

We value high standards of work performance. Therefore we will:

• reward employees for exceptional performance;
• take responsibility for the performance of their work;
• welcome innovation and creativity;
• cost effective;
• Demonstrate professional behavior at all times (e.g. dress appropriately, be punctual).

Personal responsibility

We take personal responsibility. If we have a problem, we take responsibility for solving it (rather than complaining to others or giving up). If we make mistakes, we acknowledge our responsibility for them.

Professional ethics

We believe that integrity is essential in all aspects of our business. That's why we:

• polite and honest;
• share and comply with ethical standards;
• We do not show favoritism and discrimination.

Skill level

We strive for high levels of qualification, develop competence in all aspects of our work, using personal and professional training. We are looking for knowledge.

Quality

Everything we do bears the mark of the highest quality. We plan well – our activities, people and technology are of high quality. We do not hand over the work until we are sure that it is ready.

Safety

We support working conditions that minimize hazards, risks and injuries.

Team

We maintain a positive attitude in the team. We are positive in communication, sharing support, information and advice with each other, instead of thinking only about ourselves and bringing negative energy into the workplace. No pessimism.

Team

We believe in the value of teamwork. Therefore, we support working conditions conducive to:

• constructive and effective communication throughout the organization;
• respect for diversity of opinion;
• participation in affairs and cooperation;
• innovation;
• strict observance of deadlines for completion of work.

3. Step-by-step algorithm for developing values

Step 1. Agree on concepts. Explain what values ​​are and why the company and each of your team members need them.

Step 2 Determine the preferred style of behavior in your company. Offer employees a scenario in which they should imagine someone from the organization who embodies its values ​​and culture. Write down the characteristics he has, what he does, what he doesn't do.

Step 3 Describe the unwanted behavior. Now that you've established your preferred behavior, the next step is to define your unwanted behavior. Describe a scenario in which team members help a newcomer to adapt to the team. Ask them to tell the new team member about what behavior in the organization is not encouraged, not accepted, not liked, for which they can even be fired.

Step 4 Define values. Ask them to classify positive characteristics and unacceptable actions into logical categories. These categories typically represent the values ​​of the organization and serve as a starting point for core principles.

Step 5 Highlight the basic principles (rules). To highlight core principles, take each category and create core principles using the “We believe…(value)” format. Therefore, we will… (behavior style)” as a model. To save time, you can isolate the first principle as a whole group, and then use separate groups to develop the rest.

Step 6 Check the values ​​and rules (principles) for clarity and simplicity of wording, completeness and accuracy. Do the values ​​express the difference between your company and competitors and other companies in the market? Are actions consistent with values ​​clear? Are all statements simple and clear?

In order not to forget something important, you can use a simple checklist:

• Values ​​for clients
• Values ​​for the owner/shareholders
• Values ​​for company employees
• Values ​​for society

Sberbank

Step 7 Develop an action plan. The final step in the process of creating core principles is to determine the strategies you and your team will use to bring the core principles from paper to life. Start by reviewing the strategies used by other organizations. Then brainstorm strategies that could be used, and then choose which ones you will use.

Agree on the next step for each team member.

4. The role of the leader

Developing values ​​with the involvement of the company's employees allows you to create an environment in which employees themselves contribute to the transmission of values. But this is not enough to transfer values ​​from paper to life. It is important that you, as the leader of the organization, lead the process of developing and translating values.

The simplest ways to make values ​​a part of everyday life are:

• come up with an acronym that will allow you to remember values ​​faster and better
• hang valuables in a conspicuous place in the company office(s)
• make an individual copy of the values ​​​​for each in such a way that it can be constantly used
• include alignment with values ​​in the selection phase of candidates
• conduct one-on-one value-match interviews with newcomers
• write a personal letter to all employees of the company describing what each value means to you personally and why they are important
• enter the value of the day (month) and talk about it on the internal resource
• conduct a survey on the attitude to these values ​​among your customers

It is important that you yourself demonstrate alignment with the values ​​​​by your behavior, words, attitude. It is better to have no more than 10 values. After such group work, read all the developed values ​​and think about whether something important is missing. Do all values ​​resonate with you personally?