Showing an interest in the values of employees right from the hiring stage may initially appear unnecessary, too familiar, or even inappropriate. And yet, individual values interact with corporate ones, which results in behaviours that may or may not meet the expectations of employers.
Values generate attitudes and behaviours, and influence perceptions and thoughts. When an employee’s values conflict with more global corporate ones, though, we often try to change the behaviour instead of its source, thereby bypassing the problem. For example, someone with racist behaviour could be reprimanded to correct such behaviour, but it would also be vital to discuss the values of equality among individuals if one wants to effect a long-term shift in that person’s attitude.
What are values?
Social psychology defines attitudes as comprising two elements: the mental process of evaluation (“I like or I don’t like”) and the presence of an object. This attitude object can be concrete (pizza with anchovies), abstract (being a feminist), inanimate (computers), personal (President Bush) or relate to a group (ecologists). Some attitudes are known by specific terms such as prejudice (negative attitudes toward social groups), self-esteem (attitude toward oneself) and values (attitudes toward abstract entities).
Knowing these values will have an impact on interpersonal aspects: if one is familiar with someone’s attitudes and values, that person’s behaviour will be more predictable, which is reassuring. When we like someone, we sometimes want to change their attitude if we feel that their values are disturbing. The recent statement by Montreal Canadiens player Plekanec, “I played like a little girl,” may have angered some people, especially women and women hockey players. It was disturbing to a lot of hockey fans, who would like him to change his attitude, as a sports role model, for girls in particular. The situation illustrates a conflict: how can “little girls” follow a model if they think that its values are degrading?
Universal values
According to Schwartz (1994), values are conceptions of the desirable that transcend specific situations and influence the way people select action and evaluate events. They are ordered in terms of relative importance. Out of 44 countries studied, the universal values of achievement, conformity, and security stood out. In addition, there were two types of more interpersonal values: benevolence and universalism. Benevolence, described as the desire to preserve and maintain the wellbeing of people with whom one has frequent personal contacts, and which refers to having responsible behaviour (e.g. helping a co-worker who is behind in his work). Universalism is about understanding, appreciation, tolerance and protecting the wellbeing of all people and the environment; more focused on people in general, this value is linked to social justice.
At the time of hire
To discuss values when hiring a candidate, you can use lists, but it is important to start with yourself in order to clearly identify your most important personal and professional values. You can choose to value punctuality, flexibility, transparency, respect of one’s superiors, discretion, or creativity, etc. The key is to identify the main values that will create specific, concrete expectations as regards work in the employee’s behaviour, i.e. flexibility implies that employees can choose at what time to start work.
Candidates must also be invited to express their main values, because in the event of a conflict with corporate values, work risks losing its meaning, with its attendant problems of lack of commitment, demotivation, even cynicism. To assist in the process, suggest various scenarios: Does the candidate prefer a varied or a regular pace? An adrenalin-filled environment or a relaxed one? Environmental and ecological views? Individual freedom or family? Achievement or stability? Security or risk? Epicureanism, sport or art?
A list of values
Short on words or ideas? The following is the well-known work values inventory developed by Super (1968): altruism, aesthetics, creativity, intellectual stimulation, achievement (satisfaction with well-done work), independence, prestige, management (leadership), economic returns, security, surroundings (work conditions), relationships with superiors, relationships with associates (coworkers) lifestyle and diversity (task variety). You can suggest rating the most important values on a scale of 1 to 5, then discuss them, fine-tuning the questioning as a function of your requirements. In conclusion, keep in mind that problems are often more due to the lack of communication of these values, than to conflict between different values. After all, it can be uniquely enriching for everyone to be different. . . and to talk about it!
– Schwartz, S. H. (1994). Are there universal aspects in the structure and contents of human values? Journal of Social Issues, 50, 4, 19-45.
– Super, D.E. (1968). The Work Values Inventory.
Nadine Murard, Ph.D., is a human resource management consultant, trainer and researcher in emotional intelligence as well as a speaker and lecturer at UQÀM.
nadinemurard@hotmail.com