Advance Blog

December 8, 2020
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Managing Performance and Behaviour


1. The Core Values are the real values – beliefs – that drive the success of the company
2. Each value – not more than four – has observable behaviours that express the value.
3. Core Values and behaviours are written into all Policies, Procedures and Systems.
4. Managers live the values and behaviours all the time.
5. Performance Appraisal develops the values and behaviours, Performance Evaluation reward and recognise the values and behaviours.

Your “Values” are the fundamental “Truths” that you believe in. (Not necessarily that these “Truths” are correct or not) What we believe in, governs our behaviour to a large extent.

When a company sets out its “Core Values” it is a statement of what the “Key Decision Makers” believe are the “Values” that will drive the Company to sustainable success.

Many companies spend time and money defining these “Values”, and place them on Notice boards for all to see. Some companies go to the extent of actually making presentations of what these “Core Values” mean and give examples of people who demonstrate these “Values” in action.
That is where the development of “Core Values” into the ‘Culture’ of the company ends.
There is more to managing ‘performance’ and ‘behaviour’ than explaining to employees about the core values and giving examples of these values in action.

To better understand how it works, let’s start at the beginning.

Building a “Structure” that supports the “Values” and subsequent “Behaviours”.

The obvious starting point is to define the Core Values. There are several ways in which this can be done. It should be a participative process, but how many people participate is open to discussion. Keeping in mind the final “Output” of developing the “Core Values” is to identify “Values” / “Beliefs” that will drive individual and team performance to sustainable success. The most efficient and effective way to identify the “Values” is to put together a team of experts. Two important selection criteria will be their understanding of what leads to business success and the ability to influence others once the values are defined.

Having defined the “Core Values” (No more than five, usually three) the team needs to define what behaviours will demonstrate the “Values” in action.

Having defined the “Values” and their supportive behaviours, these need to be included into all the H.R. Policies and Procedures.



Robert Bluett, Founder, Chairman and Executive Coach – People Plus Company Limited
A multi-faceted and accomplished lecturer, consultant, executive coach and ECO, he has worked around the world and pioneered many of the concepts underpinning the concept and practice of Human Capital Management as an agent of financial success. His multinational expertise was gained on projects in Canada, Sri Lanka, Vietnam, Cambodia, Brunei, South Africa, Tanzania and Thailand, which includes projects for a number of blue chip publicly listed Thai companies. His input led to direct increases in sales, productivity, and profits, often greatly enhancing the financial fortunes of the company. His diverse experience has helped several clients to restructure, expand and diversify while reducing costs and head count, and in more than one case his negotiation skills have averted hostile/violent situation on site.

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