I often watch Careers TV. This television show explores the world of work and of entrepreneurship. Many of the entrepreneurs on the show emphasize the importance of “doing something you love,” stating that this helps a business person sustain the effort necessary to persist during tough times.

Likewise, the Blessing White X model suggests there is an optimum area of performance which can be achieved when an employee’s goals intersect with organizational goals. I see this intersection as representing true goal alignment.

Parallel values and goals may improve employee satisfaction, retention and performance. Is it then worthwhile taking the time to evaluate how closely employee goals and values overlap with those of the organization? Dr. Charles Handler, president of Rocket-hire.com writes in Workforce Management that “the concept of “fit” is becoming increasingly popular” and he suggest that it is “best measured by a values-matching process.”

Before this can be accomplished, an organization must be able to clearly define its own values. David Milner – a director of consultancy services for Kenexa – suggests that this should be accomplished by involving “as many people in the organization as possible, through guided discussions and focus groups.” Milner explores how organizations establish and communicate values in the newsletter referenced below and is definitely worth a read if you want to learn more.

Secondly, values need to be communicated to both potential and existing employees. Broadcasting goals and values to prospective employees increases the chances that the most appropriate candidates will apply to an organization. Handler, however, cautions that “You probably don't want to use this type of fit assessment as the sole criterion for making a hiring decision.”

Ted Matthews – a brand coach and founding partner at Instinct Brand Equity Coaches Inc. – suggests that companies communicate the following:

• “Core purpose: Why we exist
• Vision: Where we are going, and how we'll know we’re there
• Mission: What we do every day to get there
• Values: What we believe in; our principles
• Position: How we are different
• Positioning statement: How we say we are different
• Character: How we act; our voice"

There is, however, merit in keeping a message simple. Erickson and Gratton recommend that communication revolve around a “company’s signature experience—the distinctive practice that best conveys what it’s really like to work at your company and what makes your firm unique.”

Thirdly, values must be communicated and reinforced on a regular basis. This is where the performance management process kicks in. Regular feedback, relevant goal setting and a link to rewards ensure that core values are acted on daily. Consequently, managers play an important role in furthering alignment and need to be highly engaged themselves. In the article cited below, Wendy Fencl of Blessing White discusses ten steps for managers to follow to help build an engaged workforce. Some of the steps revolve around recruiting, trust building, accountability, individualized goal setting and communication.

It seems that in today’s competitive environment, alignment is no longer something to strive for. Alignment has become a pre-requisite for competition.

References:

Blessing White Inc. “The State of Employee Engagement 2008 North American Overview.” Blessing White [www.blessingwhite.com]. Princeton, NJ: Blessing White, 2008.

Blessing White Inc. “The X Model.” Blessing White [www.blessingwhite.com]. Obtained September 10, 2008.

Erickson, Tamara J. and Lynda Gratton. “What It Means to Work Here.” Harvard Business Publishing HBR In Brief [www.harvardbusinessonline.hbsp.harvard.edu]. 2008.

Fencl, Wendy. “10 Tips for Engaging Your Team.”Blessing White eNews [www.blessingwhite.com]. July, 2008.

Matthews, Ted. “Your best recruitment tool.” Canadian Business Online [www.canadianbusiness.com]. December 6, 2007.

Handler, Charles. “Why Are Our New Employees Such Misfits?” Dear Workforce Management [www.workforce.com]. September 4, 2008.

Milner, David. “What’s the Value in Having Values.” Kenexa Connection Human Resources Newsletter [www.kenexa.com]. August 2008.