Mission, Vision and Values Framework: Case Study

This business was dogged by conflict. Inter-departmental rivalries were not helped the lack of an HR presence and by people adopting opposing working styles. The finance department, for example, valued staff who were obliging and non-questioning; by contrast the operations department appeared democratic and consultative.

This posed problems when the two departments tried to communicate; offense was often taken. The whole company comprised diligent, committed, technically competent people, however those at the top failed to appreciate the human factors. People were recruited and trained according to their technical competence.

There was a chronic lack of know how in people-related issues. Interpersonal relations were therefore strained by the fact people relied on instinct rather than acquired skills or formalised guidelines. The process of change began by senior management recognising the need to endorse the human factors in the business. This began with the management team defining their vision and mission for the business, followed by a series of workshops in which representatives from the whole of the company met and explored what attitudes and behaviours promoted both business success and a healthy working environment. The output, a values framework, a guide to what was considered important to this business in terms of actions, attitudes and behaviours. Bespoke communication media were created to serve external stakeholders, service providers and staff. The values framework then served as a blue-print to design the HR systems that the company lacked.