TOTTENHAM COURT ROAD — I don’t know any organisation that has not been affected by the global recession of 2008/09. Whether it’s layoffs, sell-offs or even surprising growth, the deal between companies and their employees has changed.
It used to be that companies had loyalty to their employees. But the idea of a job for life and a gold watch at the end of it died at least two decades ago. However employees have continued to have a great allegiance to their employers. More, I believe, than most employers deserve. And that is starting to change.
I was cornered last night by a high-flying corporate banker. He wanted to know how I had had the courage to start my own business. Was it as hard as it looked? Wouldn’t the big guys crush you? How do you get your payroll done? How do you do your IT? Etc.
What was most remarkable was that a guy who has done very well by working in global businesses saw no real link holding him there… except fear.
Big organisations cannot afford to have people come and go too easily. There are coercive ways of keeping them, but the only ways that really work are to treat them well, and provide an exciting environment and opportunities for them.
I think that is what has caused the recent rush of businesses looking again at their corporate values.
What does this business really stand for? What can people expect when dealing with us? Be they customers, partners, governments, employees, charities, anyone?
Values are too often trotted out as what we call ‘corporate wallpaper’. You can see them wrapped around columns, on walls in meeting rooms, sometimes even on building passes.
But without definitions and a clear understanding of what they mean — and what they don’t — people have no real use for them.
So, at a time when businesses are not faring so well in the esteem of their employees, decent, tangible, actionable values are a way that companies see of being more consistent and more coherent.
Values can help keep your business focused.
/df
