DS Cohen & AssociatesOften, an organization has two sets of values. One is public, well-articulated, and clearly expressed in communications materials, posters, annual reports, job interview guidelines and CEO speeches.
Employees see these but don’t always know what they mean. These overt, or above-ground, values aren’t always the real values of the organization, while a second, covert, or below-ground, set of values actually may have more meaning and impact.
Those values actually define what the organization cares about, how it evaluates success and how it promotes or reprimands.
Covert values are the behaviours, norms and practices leaders impress upon employees by what they do rather than what they say. They are the beliefs and actions employees pass on to each other by acknowledging what’s acceptable. When overt and covert values are split, people will say, “Values don’t matter.”
In some rare and happy organizations, overt and covert values are one and the same. They may not be articulated with the same exact words, but the gist and the impact are identical. Everyone, from the CEO to the store clerk, shares a common understanding of right and wrong and how to act or make a decision in whatever circumstance. The same principled understanding can be used to evaluate a strategic plan or how to handle customer complaints.
To make values real, they must reflect the reality of the workplace; in terms people use to describe their own work. Behavioural statements are the ideal way to capture and articulate a value. Values are promoted by hiring people who demonstrate them, and by fostering and rewarding people who live them in all circumstances, regardless of the results. There is no easier way to make values covert than by rewarding people who do something contrary to the values.
Values should be integrated into all aspects of HR management. But they should also be used as a business tool when setting and modifying a strategic business plan.
As organizations grow in size, complexity and geographical span, values are more important than ever. It is impossible, and undesirable, to micromanage every customer interaction, every performance review and every corporate soft- ball game. But if the values are commonly understood, employees will speak up when values are violated and celebrate when values lead to success.
