‘Developing an employee value proposition in a new world’ was the title of the master class last September (2012), for which 38 members booked. They heard presentations from Valerie Garrow and a case study from Haringey Council. The event drew on several streams of research – the psychological contract, employee engagement, and the employee value proposition – to raise issues that employers need to address in how they might wish to recast their ‘deal’.
‘Developing an employee value proposition in a new world’ was the title of the master class last September (2012), for which 38 members booked. They heard presentations from Valerie Garrow and a case study from Haringey Council. The event drew on several streams of research – the psychological contract, employee engagement, and the employee value proposition – to raise issues that employers need to address in how they might wish to recast their ‘deal’. Haringey Council demonstrated how employee engagement, change and contracting issues can be explored through a survey and focus groups and then imaginatively presented to management.
Our final event of 2012 was entitled ‘Getting the business partner role to work’. Twenty-five delegates attended this full-day event with a mix of presentations and discussions. Peter Reilly gave his perspective on business partners challenges based on IES research and consultancy assignments. We heard too from HR leaders at ISG and Surrey Police who gave views based on their own experiences. The discussion groups showed that senior management buyin and line manager capability were clearly the issues delegates found most challenging making the business partner role work, more than issues within the function.
The first masterclass of 2013, asked why there was such an enduring interest in organisational values, despite recent wellpublicised events that appear to illustrate the exact opposite of value-driven behaviour. This led to a debate centred on around the meaning of ‘values’ and their potential use, concluding with the question: do values add value? The HR Director of WSH gave a case study on ‘a values-driven business’.
We have published a follow-up paper from the Organisational Values event
This masterclass for members of the IES HR Network started by asking why there was such an enduring interest in organisational values, despite recent well-publicised events that appear to illustrate the exact opposite of value-driven behaviour. Further debates centred around the meaning of ‘values’ and their potential uses. This report presents a brief summary of the key points raised and debated at the event, and the conclusions drawn.
This paper considers existing definitions of values before exploring the current thinking on establishing and embedding organisational values and the part that HR has to play in these processes.
