Living the Values

Living the Values

Introduction

Living with values of the company

You have heard many times that if a company does not bear any values, it will hardly be successful. Company values form cultures; and can affect activities and strategies significantly. For this reason, defining values and sharing them with employees are known as the most important priorities of human resource teams in companies. But is defining values merely sufficient? It should be said “no”! Experiences have shown that as long as employees do not recognize the importance of values and their impacts and also do not live with them, defining has no effect. Because of such point of view, first and foremost, you should teach them living with values of the company to create sense of responsibility and belonging among the staff and integrity of working teams.

In the following, a real experience is investigated in which a company was struggling with lots of challenges to internalize values. As a consultant, Shaparak.Blue Company tried to identify problems and present the best solution.

The Company

Introducing the company

This company that, from now on, called as “Parent Company”, is known as one of the most famous manufacturers of pharmaceutical products in the world. It has been successful in international levels and in Iran, developed one of its own largest factories in the Middle East recently. This new Iranian factory called as “Alfa Company” is the manufacturer of one of key drugs of a special disease before which was imported to the country. This company always knows its own staff as the key to success. They have internalized working principles in their minds and manners and implemented them in their daily activities.

The Problem

Alfa Company tends to employ more forces in order to increase production so that it can reach more market share in Iran. For this reason, it intends to recruit managers and supervisors having job experiences in international companies or having acquaintance with workplace culture in such companies. They also should be able to train and spread forces with native workplace culture in Iran according to values of the company. Therefore, a new manager was employed so that he could do this.

At the beginning of his work, the new manager never thought of encountering such problems. He that had entered the collection as the manager of human resources supposed that he should only concentrate on recruiting in the first year. Because he knew well that the most important purpose of the organization, at the beginning, was employment of skilled and qualified forces. But it did not take long that it faced new problems.

Professional and skilled human resources were employed one after another. They participated in training courses to know workplace culture. These courses included classes in which trainers from among more experienced staff were training values of the company and leaflet of manner codes to the new staff in several sessions (totally in two days).

Apparently, all things were going ahead well. The number of managers and supervisors were increasing according to the planning and new forces were being employed, trained and engaged in work. But increasing the number of forces caused new challenges that were reported to human resource department.  Insofar as supervisors complained from inobservance of values and manner codes of their own employees and Corona conditions also deteriorated problems.

An Example

One of the supervisors of production line found that one of his employees has come to work in spite of having corona symptoms. Based on regulations, this production line was closed because of corona tests from other staff to make sure that they are healthy. Testing results showed that some workers also have corona. It is completely evident that closure of production line of an important factory results in serious consequences.

For investigating this crisis, a meeting was held on the part of international parent company in which headmasters of Alfa Company attended. In the meeting, lack of fundamental training of organizational culture and values of parent company was discovered as the cause of problem in this factory.

Consequently, factory manager and human resource manager of the company were had a program developed and performed for removing this serious failure as the level of observance of organizational culture and values in this factory reaches to the global standard level of parent company within six months.

Having investigated and negotiated with consultant companies of active management in the field of developing human resources, the related manager selected Shaparak.Blue Company for performing this project. The proposal presented by Shaparak.Blue Company was studied by factory manager and human resource manager of the company in The Middle East then common cooperation was passed.

In the following, it will be said how this organization could get through hard days.

The Solution

After they researched and interviewed managers and supervisors of Alfa Company, Shaparak.Blue team discovered that the only possible solution for changing the conditions and internalizing organizational culture and values is implementation of basic and effective training in this company.

After several days of interviewing the employees and managers, those overrode principles were identified and the reason of inobservance was questioned precisely. Using this data, the team was able to design training programs with specific contents appropriate to the requirements of the company.

The investigations showed that the former training workshops have only included theoretical contents. But in the aforesaid designing, values were planned as the gamification approach and the organization members led to individual and collective competitions and also score achievement. In the same way, in their own workplace, the staff were be able to implement what they learned during workshops. The courses were held in 40 hours with 6 professional trainers in which 48 people participated. Producing a 96- minute podcast and using Learning Management System (LMS) were some features of the workshops.

Moreover, for changing the staff’s manners and creating more responsibility, several podcasts, environmental campaigns and games were used. Through this educational method, the employees comprehended training concepts completely. Also, the team tried to make values a means of encouraging the staff to learn and reinforce sense of responsibility. Because, in this way, they could realize that every one of patients might be a compatriot, a townsman, a friend, a family member, so they would not spare any effort to help them.

The results showed that basic and effective training is just possible by changing the staff’s attitudes. Therefore;

  • Ten- fold principles (manner codes) of parent company that were not being observed in Alfa Company studied and analyzed.
  • Educational contents provided appropriate to Iranian workplace culture and based on the company’s requirements.
  • For reaching practical purposes in training and its experience in the real world, different educational approaches designed.
  • For changing the staff’s manners, educational podcasts used and also environmental campaigns and various games designed and performed.
  • The importance of drugs produced in the company explained to the staff to be able to sympathize with the patients.

Conclusion

As it was expected, workshops led to considerable results. Most of the staff highly participated in the courses; and finally, could achieve brilliant results. For example, the staff becoming successful in this educational course could gain headmasters’ trust and be a capable candidate for attaining higher career opportunities in future. Ultimately, with all their hearts, managers felt the importance of type of training on the staff’s manners.

Furthermore, trainings presented in the workshops were considered by the staff completely. They could realize the importance of articles of manner codes well and apply them in their daily activities.

Generally, the results of observance of working principles were clear in Alfa Company’s processes.

  • Achieving brilliant results in the international tests of parent company by active staff in workshops
  • Developing in workplace
  • Decreasing production stoppage and settling conflicts among the staff

Of course, the effect of training workshops was not limited to the activities of the staff within the organization but the position of the company improved in the viewpoint of parent company as human resource manager of Alfa Company said; “Those employees who became successful in training courses also achieved significant improvements in the international tests of parent company.”

Related Posts
Leave a Reply

Your email address will not be published.Required fields are marked *

+ 77 = 87