Background Values are regarded as essential to forming a solid organisational culture, a framework from which to measure performance and hold organisations to account. North London Hospice has stated values, underpinning everything we do. Anecdotal evidence suggested staff and volunteers did not understand what values meant in reality. Therefore a working group was formed to test whether our values were embedded and what we could do to live them.

Aims

• To conduct research into understandings of stated values and behaviours.

• To understand whether values were embedded.

• To understand how to engender values–based change.

Methods Qualitative research using focus groups, in-depth interviews and anonymous online surveys. A further survey, Winningtemp, was launched with values forming a portion of the questions. This was followed by regular ‘pulse’ surveys, sent to all staff, to monitor views related to values.

Results Whilst many people could name values, there was a difference in understanding of behaviours. Most believed that our values were not embedded, and there was a disparity between departments in the organisation, including retail; some team members commented that they felt peripheral to hospice activities at times. A practical guide was launched, behaviours were formally recognised in a peer-led reward scheme, brand-new training courses introduced. Early results from pulse surveys have been encouraging – with improvements in scoring for values from 6.6/10 in December to 7.3/10 in April.

Conclusion Just because an organisation has stated values, it does not mean they are understood. A consistent approach, setting out in plain language what is expected, is needed. Sustaining momentum around values and participation in pulse surveys remains an ongoing challenge. There needs to be visibility and accountability, and it needs to be communicated and incentivised in a variety of ways if values are to be anything other than lip service.