Roman Pustovoit Human Code: If you Implement the Company’s Values ​​Correctly, They will Work

Even if a company has corporate values, this does not guarantee its usefulness. It is not uncommon for them to hang dead weight on the site or in the regulations, no one knows them, and even more so, no one follows them. Roman Pustovoit, Strategy Director at Human Code, told how to implement the company’s values ​​so that employees follow them and the brand’s target audience knows and shares them.

Roman Pustovoit Human Code
Roman Pustovoit Human Code

Why are values ​​needed?

Corporate values ​​are one of the elements of the brand platform. They should tell what choices company employees should make in morally complex situations, but most often, they simply describe socially expected behavior.

Values ​​help build a brand platform in the eyes of the consumer through the routine actions and communications of employees. The simplest example: out of two identical companies, the end consumer will choose the one ​​he knows and shares values with.

In addition, values ​​regulate relationships within the company, increase employee motivation, complement the development strategy and, as a result, increase the value of the HR brand. Or you could do the above.

It happens that brand values ​​are written just to fill the site. We will consider a situation in which the owner of the company knows why his brand needs values ​​and what benefits they should bring, whether it is to increase knowledge through their uniqueness, differentiate or improve the characteristics of the HR brand.

What are the values?

Corporate values ​​can be developed for internal use or for external transmission to clients and partners.

Examples of the simplest intrinsic values:

  • customer focus;
  • cohesion and teamwork;
  • responsibility.

They aim to increase the motivation of employees and at the same time – to increase their productivity and productivity. The client does not have to share them, although often the presence of these values ​​in the company is the driver of cooperation with it.

Examples of common external values:

  • reliability;
  • honesty;
  • environmental friendliness.

They aim to attract the client as a like-minded person, giving him a sense of trust and satisfaction with his choice. Working with values, which will give a result, consists of four consecutive steps.

1. Formulation

The primary and essential stage is to formulate values. They should reflect the company’s specifics and be understandable to those for whom they are intended.

The problem with such values ​​as “reliability”, “honesty”, and “teamwork” is in the breadth of interpretations. They don’t provide specifics. There is a big difference between “customer focus” and “we will listen to any wishes of the client”. The first is a word that can be understood as an entirely different process, and the second is a direct and understandable imperative. When working through values, it is necessary to avoid broad formulations and focus on details.

Such detailing of values ​​and their specialization for your specific industry or company allows the brand to stand out from competitors.

The Toyota Principles are expressed in imperatives that are attributed to the founder and begin with the word “always”:

  • Always be true to your duty, thereby helping the company and society.
  • Always be diligent and creative, striving to be ahead of the times.
  • Always have respect for moral issues and don’t forget to be grateful.

2. Informing

Values ​​need not only be formulated; it is important to talk about them in an understandable language, using examples.

However, telling your values ​​​​once is not enough: they will quickly be forgotten, no matter how ideal they are. This must be done regularly, using different communication methods. Corporate videos, posters, and other printed materials, workshops, and internal seminars are all ways to remind about the company’s values.

One way to inform is the corporate code. Almost all large companies have a corporate code; however, in terms of convenience and clarity, I would like to note the Alfabank code and a description of the principles of operation of Tochka.

3. Implementation in processes

The best values ​​do not end with words but have constant confirmation in deeds and processes within the company. Incorporating company values ​​into business processes is a time-consuming task involving many implementation methods.

This can be rewarding employees who adhere to values or reverse motivation for employees who violate them. Corporate values ​​are themselves a tool to increase the motivation of employees; the benefits of following the values can strengthen them.

Often, values ​​are embedded in HR processes. Logically, a company that has formulated values ​​will hire precisely those employees who share these values; for example, they can choose from a dozen other matters ​​in an interview and highlight them as the closest to themselves.

Often, to maintain values, companies add simple daily rituals for employees. It may be a change in the process itself. Companies that declare ecology as their value often build their production, considering the environment and offering customers solutions that make their lives greener.

If values ​​are imperative, then it is easier to work with them at this stage. They are easy to implement, producing the action itself. It includes an independent analysis of the source code, an independent assessment of the secure development process, and the opening of Transparency Centers in different countries of the world.

In them, the company’s partners can receive information about the Kaspersky Lab code, product updates, anti-virus databases, threat recognition rules, rewards up to $ 100,000 for the detection of the most severe vulnerabilities, as well as launch a training program that will allow employees to gain skills in assessing the level IT infrastructure security.

4. Control

The final stage is the control over the preservation and implementation of values, and this involves mainly controlling employees or communications that transmit values ​​to the consumer.

How employees understand the values, how willing they are to follow and follow them, whether communication materials correspond to the importance ​​of the company and how much they are based on values ​​- all this needs to be checked regularly.

Depending on the values, different control mechanisms are required. These can be internal and external checks, surveys and tests, workflow monitoring, etc.

The value of Google is the importance of competencies over formalities: “you can be serious without a tie.” So for hiring purposes, Google uses an internal tool called qDroid that matches questions based on a candidate’s position to gauge relevance and experience accurately. Questions are divided into behavioral – about professional experiences and situational – about hypothetical scenarios.

Google also collects and structures information about the workflow through anonymous surveys. They allow you to gather opinions about both a specific employee (for example, when considering a promotion) and the entire direction.


What to do if you completed all four steps, but did not achieve the desired result. The answer is simple – repeat the steps.

  • Values ​​are formulated, clear and do not allow for broad interpretations. The audience knows what is behind them.
  • You are reminded of values ​​regularly. The audience at any time can easily remember and list them.
  • Values ​​are embedded in the daily activities of employees. Employees see personal benefit from following them. Customers encounter values ​​when they come to your company.
  • You have information about how much employees know and share the brand’s values ​​at the moment.

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