The company, which was named Responsible Business of the Year last summer, also set up an employee group aimed at fostering ethnic diversity and inclusivity among its workforce. National Grid is achieving this through running educational activities in schools to encourage young people of all levels and backgrounds to pursue science, engineering, maths and technology careers, while staff are encouraged to undertake some form of volunteering during their time at the company. “Having our values up front attracts these individuals to the organisation, but it’s not about just saying it, it’s about presenting the evidence to support it.” One of our big priorities is improving diversity and bringing in the next generation,” Goymer explains. “A lot of the energy industry is made up of male workers in their 40s, 50s and 60s. In order to gain the trust and loyalty of staff you need to walk the talk.
She agrees, however, that it’s not good enough for the business to wear its values on its sleeve.
Sharon Goymer, resourcing manager for National Grid, says the growing trend for more values-driven business models has had a massive impact on recruitment. We live in a time where we have a very astute public and they can smell bullshit a million miles off.” “Businesses need to reflect very deeply about what their values are and how they can demonstrate it across the business culture. “There’s no point just saying that compassion is a value on the homepage of your website – compassion needs to permeate the whole business. There has been a lot of greenwashing and people are right to be wary, he says. Cohen says he has observed a huge boom in corporations which have seen the business potential of positivity in the market and being perceived to be values driven. Whether you are a twenty-something graduate or in an established career, a level of cynicism is wise in a market now saturated with businesses falling over themselves to prove their worth as an ethical employer. Values don’t stop or start when you get into the office or go home, they are a part of you and what you are passionate about.” “Employees are not just doing it because it is a job, the work becomes an extension of themselves. There’s more to doing the right thing, he says, than receiving a patronising pat on the shoulder – it just makes really good business sense.Ĭohen says: “By creating a culture and environment which has values that are meaningful and aligned with those of staff, people are more motivated to work for you and will bend over backwards for things that they believe in. He explains the success of the business was not despite their values but because of them. Its impressive portfolio includes the Dalai Lama, Mahatma Gandhi’s grandson and Prince Charles. Aged 23, he set up Global Tolerance (now run by CEO Rosie Warin), a company which prides itself on working with people committed to positive social change. Consultant Simon Cohen believes having a company-wide aspiration to make a positive difference will also boost staff motivation and lead to an increase in productivity and efficiency.Ĭohen, a writer and social commentator, left a lucrative career in advertising in 2003 because he felt unhappy about the lack of values at the heart of the company’s business model. The business case for running a values-driven firm also extends beyond recruitment. It’s not surprising therefore that companies big and small are eager to trumpet their values and ethical policies. Ignoring the mood of the next generation means closing yourself off to two thirds of the young talent pool. This has serious ramifications for employers.
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