Employee Questions Following The Values Program example essay topic

Edgar Bronfman's value system is in jeopardy of not being sustained due to his failure to fully transition from charismatic to instrumental leadership as evidenced by the employee questions following the values program training. Analysis Seagram's is currently undergoing strategic, anticipatory changes in the company's value system to competitively reposition the company to take advantage of future growth opportunities, diversify the company globally, effectively manage business processes, and increase profits. Bronfman has successfully guided the development and introduction of this new value system. However, Seagram's is lacking the instrumental leadership necessary for this reorientation to be successful. Specifically, the questions raised by management at the end of the values training program suggest that the three critical elements of instrumental leadership - structuring, controlling, and rewarding - have not been fully addressed. Without these, the new value system will not be "reinforced and institutionalized" and may fall victim to becoming "another program of the month".

Bronfman has not structured a sufficient mechanism to ensure the value system is sustained over time. No processes are in place to handle the recommendations for action raised by participants in the training program. Good ideas are being generated, but will be wasted if there is no system to ensure they are heard and implemented. Failure to provide this process will hurt employee morale and limit the long-term relevance of the value system because old ideas will never be replaced by newer, more representative values.

Additionally, employees have voiced concern about sustaining momentum and attention on values after the training program. However, there is no process in place that enables employees to keep the focus on values through meetings, additional training or a communication network. Without this mechanism, the momentum created at training programs will slow and the sustainability of the value system will be put at risk. In addition, Bronfman has not created a controlling and rewarding system to measure the results and reward or punish the behavior of individuals. Employees are concerned that those who are "living" the values will not be recognized and rewarded. They are also concerned about how to deal with values "violators".

It is difficult to create buy-in to the values if compliance cannot be determined. Further, without an incentive to adhere, individuals will most likely be indifferent to the values. Clearly, you get what you reward and if Bronfman wants people to live the values, then he must find a way to measure and reward that behavior. Recommendation 1 & 2 - Structuring Processes to Sustain Seagram's New Values The lack of structuring processes has led to questions on how new recommendations concerning the values will be handled and how the current momentum of the program can be sustained. To create this process, we recommend that Bronfman continue to leverage its existing managerial structure by creating a "bottoms-up" feedback mechanism.

Each individual employee will be told that they have the power to submit recommendations concerning the Seagram's Values. A mechanism will be put in place that enables viable suggestions to filter upward through management and ultimately reach the Seagram's Values Committee (SVC). The SVC will be comprised of two executives from each of Seagram's distinct segments and will convene on a quarterly basis to evaluate overall compliance with the Seagram Values and consider suggestions that have made it through the filtering process. Feedback will be provided to the appropriate employee (s) as to why a suggestion was approved or declined to facilitate open communication. This process provides a way to monitor the success of Seagram's Values, puts in place a mechanism for hearing recommendations, and sustains momentum by encouraging continuous employee input into the program. Second, Bronfman needs to put a process in place that helps sustain interest in the values after training is completed.

We recommend that the company develop websites and discussion boards on the intranet that enable employees to communicate about specific training sessions or to discuss the values. Additionally, Bronfman must establish value re-training programs every year. Both recommendations, if instituted within 30 days, will help sustain momentum to "live" versus just learn the values and give employees an opportunity to share new ideas. Recommendation 3 - Controlling and Rewarding Employees Who Live Seagram's Values Our final recommendation focuses on the controlling and rewarding elements of re-orientation. Bronfman needs to tie-in performance bonuses and internal career growth with "living" the new values. We recommend that the SVG, prior to the next employee evaluation cycle, re-design the 360 degree feedback as an evaluative tool through question modification and assigning a point scale where actions highly correlated towards 'living' the Seagram's Values are highly rewarded Each employee will both evaluate and be evaluated by their immediate manager on a semi-annual basis.

Performance bonuses and promotions will be based on obtaining a high score on the form. Employees that earn low scores will be given feedback from their immediate manager as to why they received a low score and will be offered ways to improve. In the short run, this evaluation system may cause lower scoring employees to harbor resentment for employees who achieve success by living the Seagram's Values. In the long run, using this rewards system will consistently reinforce the new values, changing employee behavior.