Posted on Aug 5, 2016

The Value of People. For Management or Employees?

When evaluating organizational values, I often question if People should be a value (see previous post I wrote on this topic). When companies list People as a core value, what’s the behavior associated with it? To live this value, what exactly are managers and/or employees expected to do?

Based on my research of Fortune 500 companies, the value of People is one of the 17 Common Values. However, investigating how companies define this value suggests it is most often associated with other values.

For example, within various definitions I found the value of People linked to:

Respect and dignity
Fairness, diversity, and Inclusion
Collaboration and teamwork
Accountability and commitment (Responsibility)
Leadership
Achievement and success
Integrity
Service (Care)
Professional growth and development (Learning)

So as a standalone value, what exactly is People? I would suggest it’s difficult to define in a simple way.

Example Definitions

Consider these few examples of company definitions:

ConocoPhillips: People – We respect one another, recognizing that our success depends upon the commitments, capabilities and diversity of our employees.
Freddie Mac: People – We are fair, respect others, embrace diversity, work collaboratively, and recognize achievement.
Northrop Grumman: We Value Northrop Grumman People – We treat one another with respect and take pride in the significant contributions that come from the diversity of individuals and ideas. Our continued success requires us to provide the education and development needed to help our people grow. We are committed to openness and trust in all relationships.
Valero Energy: Employees – We consider our employees a competitive advantage and our greatest asset. As such, we provide them with a safe and rewarding work environment with opportunities for growth and personal development.

These definitions highlight the variety of different approaches to this value. But maybe there’s another way to look at it.

Company Commitment vs. Desired Behavior

When including People as a core value, it could be viewed as a commitment that a company makes to all of its employees versus expressing a desired behavior. It’s about a company’s commitment to provide relevant training, equal opportunities to learn and grow, and reward and recognize achievements.

For example, as one of seven stated values at FMC Technologies, consider the following list of commitments the company makes associated with Valuing People:

Provide equal opportunity and fair treatment to all employees.
Maintain a great work environment.
Foster a culture of workforce diversity and value a multicultural approach.
Take responsibility for improving existing skills and acquiring new skills and knowledge.
Help others advance by providing tools and opportunities for professional development.

To me, this is a list of what’s required by management, not employees.

Or consider the commitment that Sherwin Williams makes to all of its employees:

People represent the foundation and future of our success. At Sherwin-Williams, we’re proud of the company we keep our family of loyal employees. We are committed to providing our people safe and healthy working environments with opportunities to learn, grow, be rewarded, and to be recognized for their achievements. We are also committed to valuing the diversity of individuals, cultures, and points of view, and improving the quality of life in the communities we serve.

As one of seven values, People covers a lot of ground at Sherwin Williams. Again, the primary focus here is on the expectation of management, not employee behavior.

Bottom line: If business leaders are going to embrace People as a core value, it needs to be clear to whom it applies: management or employees.

In addition, if the focus is on management, then I recommend adding repercussions if they fail to follow through on stated commitments. Only then does the value of People have real meaning and substance.

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