¿Cómo puedes incorporar la misión y los valores de tu empresa en tu programa de orientación?

- Be the spark! Own your company's purpose & values. Your passion is contagious. Ditch boring presentations & paperwork! - Share powerful employee stories that embody your values. "ABC saved the client with her collaboration skills" speaks volumes! - Design challenges where new hires apply values to solve problems. Think escape rooms or scavenger hunts! - Connect new hires with leaders who exemplify your values. Lunch with a Leader sessions bring it to life! - Let new hires personalize your mission, vision, and values. Songs, cartoons, even social media campaigns! - Show, don't tell! Take new hires on tours highlighting how your company lives its mission in the community Your enthusiasm sets the tone. Be the passionate ambassador you are

Company's Mission, vision, goals are just mere statement if that is not incorporated within the tasks that an individual perform. Vision, mission, values and goals should be clearly presented first, then the newly joined staff should be given the chance to understand how their individual performance is helping the company to achieve those goals. Thus they can be motivated and be aligned with the rules, regulations and practices of the company. Making them own the company is the best way to get the best out of them.

Companies frequently adopt standard values such as teamwork or innovation. However, a more sophisticated strategy incorporates data science and machine learning. Boyd and colleagues (2015) demonstrated this by using free-response language data and language modeling to deeply understand values. Their research, involving data from Amazon Mechanical Turk, analyzed the language, values, and behaviors of individuals. They also explored Facebook status updates to observe the influence of core values on user sharing behavior. This tech-driven approach offers a more genuine and clear insight into a team's values, transcending typical ones. This technique could represent a progressive step in precisely identifying a team or company's values.

Don't let mission and values merely live in a handbook or other printed material. Provide new employees with concrete examples of ways employees and the company have brought them to life. Tell the stories and show the pictures if they exist. The company can also be intentional in discussing them again in "all-company" meetings and other communication. Find ways to recognize people who have stood out as examples. Let people know when the company and employees have performed an action bringing the values and mission to life. And it should go without saying, that the leadership should be the consistent examples of these core elements in all they do and say.

Cultural fit - key to org. success, acquiring the right talent not only the key to organization success but also to the employee's organizational success. As per a famous management thought "Know your customer ". We should know our employees (the internal customers) as well. On knowing this we can help them understand the organization vision and mission, through which we can facilitate the new entrants by mentoring them individually or help them by assigning a mentor. In this way they know the path ahead and they can focus much on the vision of the organization. There should not be much reliance on the ppts, rather it should be more of creating a personal rapport with the new entrant with much positivity. They will be a reliable asset

Culture cannot be imposed from above. It's not a universal hat that can be forced onto your company. Yet, many companies do exactly this, creating values that are all too familiar and generic: teamwork, innovation, results. This approach misses the distinct essence of your company. The real flavor of your organization lies in the uniqueness of your team. To uncover it, observe the people around you. What motivates them? What are their individual characteristics? The true culture of your company is reflected in their laughter, discussions, and daily interactions. Using personality and values assessments is an effective way to grasp who your employees are and what they value.

Not only is it vital to infuse the company mission and values in new hires, but leadership must be mindful that tenured employees have bought in as well to see a complete culture shift. It does no good to get buy in from new hires if you leave them to walk into an atmosphere that does believe or either has not seen the culture shift talked about in new hire orientation. While it is important new hires are educated, we fail if we forget that education for tenured staff is required also for a complete culture change.

Start by explaining the company's vision, which is a long-term description of the company main goal. Then detail the company's mission and how it will achieve its vision. Next, communicate the core values that can be implemented in company actions and decisions. To make it more real, use real examples or stories to reinforce the meaning behind the vision, mission and values. Make sure the message is delivered with enthusiasm and engagement, creating a strong bond between the new hire and the company culture.

Engaging other employees with longer tenure in orientation session is gold for the new hires. Their own unique backgrounds and their diverse experiences within the organization add depth to the vision and mission through storytelling. It's like painting a vivid picture for new hires, showing them the heart and soul of our organization from multiple angles. This approach captivates, inclusively connects, and makes the culture come alive in a tangible way.

Before communicating vision, mission, and values of the company first define these terms in simple way then explain the company mission and values accordingly. It is also very important to choose right method, that how you wanted to deliver your message as there are different methods. While communicating one on one try to engage the new hires & while describing the mission and values of your organization, own it and show that you really mean it. Another method could be a short video message from senior leadership in orientation communicating mission and values. It will help to understand the real idea and meaning behind the mission and values which could bring the lasting impact on new hires.

Your mission and values should be part of your organization's everyday, lived culture. One great way to demonstrate this to new employees is to have photos on the wall in all your meeting spaces, including where you do orientation, to illustrate employees across your organization demonstrating how their everyday work supports your mission and values.

What gets spoken, gets recorded and what gets recorded, gets remembered. This is a simple yet most powerful mantra to get new joiners introduced to the organisation’s mission and values. Reiterate it all ways possible. Using multiple communication channels can help new joiners establish a connect and include them in their ways of working.

A well-defined mission and vision serve as guiding principles for a company's identity and direction. Their true reflection is found not only in the words spoken, but also in the actions and behaviors demonstrated by each individual within the organization. When the mission and vision strike a deep connection with employees and are deeply embedded in their work ethic,  it creates a powerful alignment that positively influences the company's culture and performance.

Reinforce: means to strengthen or encourage In order to maintain the business mission and goals; during each meeting, create a space depicting an example of how the company is working towards daily implementation of mission and goals. Example: Ask an ice breaker question that causes a true reaction where mission and or goals are shared in conversation. Each brainstorm chat should depict the company’s expectations. Top employees will know how to lead by example and will daily display work mission and goals even in elevator conversations whether speaking with janitors or C-suite management. Management conducts multiple meetings per day, each meeting should include a brief mention of its mission and goals within the agenda.

If you can't come up with immediate ideas or examples: turn to your colleagues for insights! Polling them for real-life examples and reflecting on past feedback creates a treasure trove of instances where these principles shine. It's like crowdsourcing a gallery of success stories that showcase how your values translate into action. This not only helps in pinpointing concrete examples but also strengthens the collective understanding and embodiment of your company's ethos.

Ensuring new hires are aware of and understand our company's mission and values creates a base foundation that encompasses not just how we do things - but also why we do things the way we do. I am incredibly proud of IKOs values and strive to live by them every day. If that mindset is established early and cared for regularly -it becomes part of the very fabric of our employees' daily work lives. That is a very powerful driver of success and culture fit within our environment.

For new hires to truly connect with your mission and values, it is necessary to connect the dots at an individual level between their role and its connection back to the mission and value. Beyond assigning tasks and projects that relate, be detailed in explaining how their role contributes to each of the company values. If a value is "Customer Delight" those farther removed from the customer may not make the connection how their work supports the value. We need to do that for them. For example, an Accounts Receivable rep supports "Customer Delight" by patiently working with the customer to ensure they have all of the information they need in a concise manner to pay outstanding invoices, making it easier for the customer.

Integration of your company's mission and values into your orientation program is vital for ensuring new employees align with the organizational culture. You can do this by initiating the process with a dedicated session introducing the mission and values, utilizing interactive and visually engaging materials, and incorporating real-life examples through testimonials and leadership participation. You can also embed these principles into onboarding materials and providing mentors contribute to reinforcing the message. Aligning trainings, consistently emphasizing the values, and actively seeking feedback for continuous improvement are essential strategies to effectively convey and instill the company's mission and values during the program.

Orientation programmes while are mostly theory but I have seen in practice that sharing real life examples tends to leave a lasting impact in the new hires. The same holds true for a dedicated session on mission & values. It would be best to share real stories from the employees where the company's mission & values were upheld in critical situations or where people made an example of themselves while trying to adhere to it. It should be taken care of that a company's mission & values is just not a slide in a huge deck but the entire org is committed to conduct themselves accordingly. And what better way to that demonstrating that we "Walk the Talk"

As part of its training and orientation, it would be important to show to new hires how serious the organization in its core values and mission vision statement. By citing and explaining its definition and how its reflects to its company attaining its goals and performance. Every employee should align its measurable individual goals to its values and mission vision statements, Leaders should put emphasis that measurable individual and team performance must be align to its core values and mission statements to which the company believes in order to attain success to its overall objective.

Company’s values need to be a way of life in the organization. One of the best ways to do this is to inculcate them into performance management - how well employees live the organization’s values should be continuously measured. What gets measured gets done. This information ought to be shared with the new employees at the orientation session. Be mindful though not to make it a “tick the box” kind of thing. All employees should demonstrate the values, starting off with the leadership. If well lived, the new employees should see some of the values come to life at the orientation program. Is excellence one of your values? The orientation session should scream excellence from start to end. The same applies to all other values.

All employees should demonstrate the values, starting off with the leadership. If well lived, the new employees should see some of the values come to life at the orientation program. Is excellence one of your values? The orientation session should scream excellence from start to end. The same applies to all other values. Company’s values need to be a way of life in the organization. One of the best ways to do this is to inculcate them into performance management - how well employees live the organization’s values should be continuously measured. What gets measured gets done. This information ought to be shared with the new employees at the orientation session. It should not look like “tick the box” kind of thing.

Imagine a virtual environment where employees embark on quests and challenges that directly align with the organization's goals. By integrating the company's vision and mission as overarching objectives within the gamified training modules, employees can experience firsthand how their individual roles contribute to the larger organizational narrative. Leaderboards, achievements, and rewards tied to the company's values further reinforce the desired behaviors and outcomes. This approach not only makes the training engaging and interactive but also instills a sense of purpose, fostering a deeper connection between employees and the company's overarching vision and mission.

Certainly, your orientation program ought to be more than a singular occurrence; it should evolve into a continual process that consistently reinforces your company's mission and values throughout the entirety of an employee's tenure. Rather than a one-time event, this ongoing approach ensures that the organizational culture remains a central focus for all employees, fostering enduring alignment and commitment to the fundamental principles of the company. Regular check-ins, periodic training updates, and continuous communication serve as effective means to embed and reinforce the mission and values across various stages of an employee's journey within the organization.

Include representatives from HR, training, and other relevant departments. Regularly convene these teams to review program feedback, analyze data, and propose enhancements.

In order to gauge the success of your orientation program, you much have a metrics to measure it. An example of ways to measure the success of your program is your post program survey.

Regularly reviewing and improving your orientation program is crucial to ensure its alignment with your company's evolving mission and values. For us, we achieve this through periodic assessments, gathering feedback from new and existing employees, staying informed about organizational changes, benchmarking against industry standards, and evaluating the effectiveness of our learning methods. We also incorporate employee stories, adapt to diverse learning styles, leverage technology, and treat the enhancement process as iterative. Establish measurable metrics to track the program's success, allowing for ongoing adjustments and creating a dynamic onboarding process that evolves with the organization.

La correcta integración de la misión y los valores de una empresa en el programa de orientación es crucial para alinear a los nuevos empleados con la cultura corporativa desde el principio. Comenzar con una presentación detallada sobre la historia, la visión y los principios fundamentales de la compañía durante la orientación es fundamental. Podemos también incorporar actividades interactivas que ilustren cómo estos valores se manifiestan en el día a día laboral para así reforzar la comprensión. Finalmente, hay que destacar que mantener la coherencia entre los mensajes impartidos durante la orientación y las acciones diarias de la empresa es esencial.

If you want your employees to contribute to your mission and vision, tell them how they should do it, and be role specific. It’s not enough just to know what the mission and vision are. Each employee should know how they contribute to achieving the mission and vision. Even if it seems obvious, it’s important to state it outright. You might only provide examples at orientation, but this should be a part of onboarding with a team (likely via the manager) and should be an ongoing conversation, especially as roles and strategies change. Employees are more likely to contribute in meaningful ways if they know how they fit into the big picture, so tell them why their roles matter and watch your employee engagement soar.

1.Introduction Session: Clearly articulate the purpose and principles that guide the organization. 2.Real-life Examples: Share stories or case studies that exemplify how employees, through their work, contribute to fulfilling the company’s mission and embody its values. 3.Interactive Discussions: Facilitate discussions where new hires can express their understanding of the mission and values. Encourage questions and provide clarification to ensure alignment. 4.Team Exercises: Incorporate team-building exercises that emphasize values to achieve the company’s goals. 5.Leadership Involvement: Have leaders share personal perspectives on how they align their decisions and actions with the company’s mission and values.

Identify trends, innovations, or successful strategies employed by other companies to integrate mission and values into onboarding. This external perspective provides valuable insights for staying competitive

Post program evaluation or survey should not be the last step in order to run a successful orientation program. You need to act on your action points, ensure that the gaps are dissected, acted upon, and then integrated in your training design.