Message from the President & CEO
W hat’s the value of values?
Most organizations have them; often paying large sums of money to have consultants help develop them. Most organizations list their values on their website and perhaps on posters or other documents with the hopes that employees will read them and act accordingly. But is that enough?

I remember my first real exposure to the concept of institutional values – it was when I was a new manager at Bell, I can’t imagine how much they spent on the launch of a set of new core values. For what it’s worth, it had a lasting impact on me, even though I can only remember one of them: Passionate Intensity To me this value meant (and still does), being fanatical, obsessive (in a good way) about the customer and the company. It meant having laser sharp focus on the customer and the work. Being driven, stopping at nothing. Sounds exhausting doesn’t it?  Ironically, it isn’t. The more passionate intensity you have; the more energized you become.   

Core values should be developed to align with and support your vision. If you and your employees walk the talk, they will shape your culture. But stating values isn’t enough. You know what passionate intensity meant to me – did it mean the same thing to the other 60,000 Bell employees? Did their actions demonstrate the behaviours associated with the value? Explaining the values might seem like a waste of time, after all you have intelligent people in your organization who should know what words like integrity, excellence, respect and trust mean. But do they know what you expect the behaviours to look like?

MCE’s core values are:
Integrity
Customer Focus
Commitment to Excellence
Inclusivity
Diverse Business Acumen

We developed these values as a team and we spent time discussing what each value would look like in terms of demonstrated behaviours. For example, integrity to us is leading by example, placing high importance on following through with our commitments and ensuring we remain accountable.
You can’t do this activity only once. You can’t develop value statements and never revisit them. They need to be reinforced at team meetings, during performance reviews and when new employees join your organization. 

At MCE, we practise what we preach. You may recall from previous newsletters that we have two new employees, Erin Volk and Doug Daniels, and soon we will be adding a third. We will be spending time at a team meeting soon to review our values and share how each of us has demonstrated them. I believe this is a significant part of developing our culture; a culture that attracts and retains the best employees who will in turn do the best for our customers.  I invite your feedback on how we are doing.   



Audie McCarthy
President & CEO
Announcements
July is here! MCE is ready to launch our Summer Ready Programs. Register now for our Summer Series, Cross Connector and FITCO classes. Seating is limited. Visit our website for more information.

"The Lean Six Sigma Champion Training is an essential element of a successful Six Sigma implementation. This training gives the leader the knowledge and language needed to navigate the Six Sigma Team and ensure their success. The training was informative and practical helping give the tools needed for success." Ken Leendertse
For more information visit our website or see the course of the month.
Congratulations Taylor Steel and PHRI participants on your graduation from MCE's Future Ready Leadership Program!
HR Corner: Values-based Hiring

Does your organization use a specific recruitment style? Is that style resulting in positive hires that are a great fit and stay with the organization? Or, are you struggling with high turnover and poor morale? There are many different recruitment methods organizations can use. The method you choose should align with the organization’s v ision and values.

Values - based hiring focuses on identifying how well a candidate's values align with the organization's during the hiring process.” The focus is to hire people that share the same core values as your organization. Decisions should not be solely based on skills as skills can be trained.

The process of developing a values based approach to hiring starts from the top. Leadership needs to have a vision for how the organization operates, what their ultimate employee looks like , and the priorities and principles that guide the decision-making process. Additionally, organizations need to first identify their core values, characteristics and the philosophies that define the organization. In other words, identify what shapes the daily activities and how they correspond to the role you are recruiting for.

When the process is well thought out and implemented employees will convey greater job satisfaction, stronger morale, increased engagement and lower turnover. Employees are more productive and are more likely to remain with the same organization for a longer period of time.

In summary, no two organizations’ hiring policies are identical. There are many different strategies and styles companies can use when hiring. Make values-based hiring one of yours.
 
Carrie Deon
Human Resources Generalist
Course of the Month: Lean Six Sigma
Lean Six Sigma combines the two powerful process improvement methods of Lean and Six Sigma. The Lean method creates value for customers by minimizing waste while Six Sigma reduces defects by solving problems within your company.

Contact us for more information: info@mcecor.com
For more information about our programs, contact:
Lorraine MacDonald
905-575-2534
Mohawk College Enterprise | 905-575-2534 | info@mcecor.com | www.mcecor.com