Using the BVC tools to measure our progress and changing needs of our organization over time has enabled us to zero in on the critical few elements we needed to focus on to drive measured improvement in our culture at Mastercard.
-Laura Irwin, Vice President of Human Resources, Mastercard Canada
Our regular global engagement survey shows us that employees are engaged but isn’t clear on why. We chose Barrett Values Centre’s Cultural Values Assessment (CVA) to answer this question because it goes deeper into employees’ motivations, allows customization to fit our organization, and is a quick survey to complete. The CVA gave us rich data about the values shaping our culture and how to target our employee engagement efforts. Most importantly, we now have the opportunity to be more deliberate in shaping our culture in line with employee values and what the Company needs to do to perform at its best going forward!
-Marie Percival, Executive Director, People & Corporate Relations, Novo Nordisk Canada Inc.
In 2016, Prudential Singapore embarked on a wide-ranging transformation enabled by a values-based approach. The Cultural Values Assessment (CVA) is used as a barometer to provide insights on the level of organisational health, understand the cultural drivers of what is important for employees and more importantly how values espoused by employees align with Prudential’s Purpose and corporate values.
Prudential facilitates an organisational-wide CVA exercise bi-annually to assess and understand areas of cultural alignment in the course of its business transformation. Insights from data points gathered provide context for us to check if we are on the right track. The simplicity of the questions allow employees to relate to the construct of culture while insights from the exercise enables divisions to determine practical, action-oriented next steps for the organisation.
-Yan Renyi, Head of Culture, Prudential Assurance Company Singapore
The LVA’s simplicity is its secret, I think. We have found that the LVA yields greater insights, more consistently, for top executives than any other psychometrics. We regularly get feedback that it is the most effective 360 a senior leader has ever experienced.
-David Reimer, CEO, Merryck & CO
Consistent and persistent work with our wanted culture is one of our critical success factors.
-Magnus Carlander, CEO, Volvo IT
I believe that the culture of our business is critical to its success. We monitor our culture using an annual process of engagement with all our people—the Barrett Cultural Values Assessment. Managers all around the organisation are tasked to address issues raised… We understand and believe in the importance of putting our customers at the heart of our business, and creating the right culture and behaviours to support our vision of becoming our customers’ most trusted partner. This will continue to be critical to our success as we head into the future.
-Julian Roberts, CEO, Old Mutual PLC
The values process was extremely beneficial for our organisation. We have learned a lot about the importance of aligning personal values with corporate values and how this contributes to a highly engaged and productive work environment. We highly recommend this process to other organisations.
-Marni Johnson, VP of Human Resources and Communications, BlueShore Financial
The values survey has been a powerful means of validating that the changes the management team sought are being acknowledged by employees. It has helped create a more open atmosphere for discussion of the things we need to change.
-Dave Price, HR Manager, CRU
We had made a conscious decision to adopt a Values framework to underpin the design process. The use of the Barrett model gave us a structure and a standard values vocabulary, within a levelled model that will enable us to measure cultural shifts through time.
-Sandy Wilkie, Staff Engagement Lead, Bolton NHS Foundation Trust
The surveys themselves have raised a level of awareness. By inviting people to participate, it signals that the values are important. In-depth results are spread widely to the leadership teams, who see the results and get the information to support their work.
-Sharon Jones-Ryan, Salvation Army of Canada And Bermuda