Staff Development Ideas: Working With Core Values

Staff Development Ideas Working With Core Values

The systematic development of competence can be referred to as staff development.

Competence refers to the knowledge, skills, and attitudes (habits or thoughts) necessary to complete a task according to a specified standard.

Organizations and the workgroups within them exist to achieve goals. The best way to improve work-related performance is to align individual, team, and organizational objectives.

Ask any leader, manager, or supervisor, and they will tell you that the biggest challenge is getting people to work together.

This is particularly true for cross-functional and interdepartmental workgroups. Conflict of interest and working towards divergent objectives can make it difficult, if possible, to get people working together.

These core values are where you can get help.

All barriers can be overcome by core values. Core values can be described as the central belief system of a person that guides and shapes their work behavior. A set of core values in a group is a foundation for communication, teamwork, and problem-solving.

Staff development activities.

My experience is that staff development activities, such as working as a pit crew or crossing a river, are often relegated to the backburner. There is very little practical application.

To be effective, staff training activities must be directly connected to the workplace. Learning must be applied on a daily basis. It takes approximately 30-60 days to develop a new habit.

Here are four steps to help you work with your core values so that your workgroup, even one dysfunctional, will perform like a team.

Step 1.

Each member of the group should be assigned a task to answer the following questions.

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What is a core value in business?
What are core values?
What does a core value do for a work team?
What are core values that can be useful for work-related behavior?

Step 2.

Facilitate a meeting with all members of the workgroup to discuss Step 1. The session should last between 30 and 40 minutes. This is where the goal is to get everyone involved in creating a common core value.

This is how you want to end your sentence.

“A core value is… (teams definition in its own words).”

This will allow the group to come to a common understanding of core values and how they should be used in their work relationships.

Even groups with different backgrounds will need to come up with a common goal. Ask everyone in the group to think about the core values.

It is essential that the group knows how to use one word to “name” a core value.

Step 3.

For around 30-40 minutes, schedule a second meeting the week after.

This discussion will briefly address the group’s thoughts about core values that they want to adopt.

Ask the group to create a list with 8-10 core values.

The group should then vote for the core values they want to retain.

Each member of the team can vote for three core values. Each member of the team can vote for three core values, 2 or 1, as they wish.

This activity builds consensus.

Set a task for the group using the three core values. Each member should think about how they will be applied to their chosen values. Are they able to see these values in practice? What was their experience? Are they able to recall a time when these values could have been applied to better results?

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Step 4.

The third and final meeting of this series should last between 30-40 minutes.

Noting: It is essential to get the group into the habit of meeting regularly, getting down and doing business, and then seeing the outcome. This may be something they have never experienced before. You can find more information here.

This meeting has four purposes.

Let’s have a short discussion about what their core values will look like in real life.
Each core value is rated out of 10.
Each core value is rated out of 10.
Plan a 6-month plan to get from “where are we now” to “where do we want to go.”
The group will be able to create a plan and hold each other accountable for their unique core values at the conclusion of the meeting.

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