Values in organizations, akin to in human beings, get developed over the years. Much like what we observe in human beings, the values and beliefs of an organization get formed through deep-rooted principles demonstrated by the founders and the initial members. These principles permeate through the rest of the organization as it grows, thereby forming the culture of the organization.
The founders of the organization demonstrate zeal and passion in instilling the core values. There exists an intense desire to embed them into the organizational culture.
Alignment of values between the employees and the organization is a key factor in bringing synchronicity – in expectations and delivery of
Employees who are aligned with organizational values are likely to demonstrate a higher level of motivation, learning and high onus of job responsibilities.
Such individuals bring in a mindset that enables them to permeate across different teams to build relationships cross functionally.
Most importantly, they possess an intense ‘Sense of Belonging’ that drives them to don the ‘Entrepreneurial’ hat. Thus decision making and problem solving are viewed from an entrepreneurial perspective.
A good organization has policies, protocols and procedures to ensure that employees are taken through an induction process transparently to introduce them to organizational values, vision and mission. The extent to which the learnings from the induction and the policy / procedural adherence stay during the employees’ tenure in the organization needs to be analysed.
The rigmarole of daily responsibilities at the workplace, learning, dynamic nature of market situations, expectation of a greater response rate might lead to the assimilation of the values getting dissipated. It is here that employees may gradually start feeling a disconnect with the organization.
An ideal work environment comprises employees aligning with the values and vision of the organization. The core values hinge on trust and transparency through straightforwardness and truth.This synchronicity of values between the employees and the organization translates into multiple dimensions from the employees’ emotional and behavioural fronts.
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