Why company values matter

Why company values matter

Top executives need to embody their company’s values and ‘walk the talk’ if they are to attract and retain suitable talent.

When job searching, most of us look for that elusive ‘fit’ – an organisation where we think we can thrive, where we are aligned to the way of doing business, and where we feel comfortable.

More candidates ask us not just about a brand and what it does, but how they do it. Increasingly, the values of a business are important to job seekers.

That’s why businesses need to promote clear values – they explain to potential employees what an organisation is all about, and remind current staff of the preferred way of achieving outcomes within that culture.

But when they are just hollow words, they can undermine a business and its brand.

Whether they are painted on the wall in the corporate lobby or lying deep within a family business, most organisations have a set of values. They serve as guidance for every person, operation and activity within a business.

Top executives need to embody their values and ‘walk the talk’. Given global events of the past few years, potential employees – as well as consumers – are more discerning than ever about business ethics and social responsibility.

Think of the banking and financial services sector for example. These two industries have fallen under the sharpest scrutiny given the divide in certain cases between business values and actual behaviour.

Of course, the problem of words without meaning has been an issue in other sectors too – the health, food, sports, media and energy sectors have all witnessed embarrassing and destructive falls from grace.

That’s why it’s so important that all levels of the organisation wear their core business values on their sleeve.

Advice to employers:

  • Base your values on truth
  • Clearly articulate and bring your values into the whole organisation
  • Actions speak louder than words – ‘walk the talk’
  • Make sure your employees can not only identify your organisation’s values but use them to guide their decision-making
  • Make sure all touch points with potential candidates – from the recruitment process to orientation and induction – consistently promote your values
  • Remember, if your employees aren’t buying in, you are not just losing the productivity of an engaged workforce, you’re actively damaging the organisation by generating cynicism around its purpose


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