| A
purpose-driven organisation |
| |
 |
| A
workgoup leader facilitating a
discussion on MinLaw’s core
values during a workgroup meeting. |
|
|
|
| |
Like DNA that controls
and directs every genetic aspect of life, the Ministry
of Law’s (MinLaw) core values are fundamental
because they guide its staff to achieve its organisational
goals. These core values unify and integrate MinLaw’s
various agencies, departments and statutory boards into one seamless body.
The ministry embarked on a pathfinding process to understand and redefine its
mission and core values in early 2001.
The pathfinding process was not one-sided as MinLaw sought the views of both
senior management and staff on the ground. In fact, a team of young officers
was tasked to gather the thoughts of colleagues from various departments and
statutory boards. The team got to hear the most ingenious contributions through
a fertile exchange of ideas in an informal setting. With all the feedback from
staff, the team then spent some time crafting the core values, bearing in mind
the need to bring the points across simply and in a concise and succinct manner.
The new core values were endorsed by the Minister for Law in March 2001 and launched
at a ceremony.
MinLaw believes that once its staff can understand and relate to its core values
as something akin to their personal values, they will naturally exhibit behaviours
that uphold the values.
To cultivate a common understanding of the core values among its officers, MinLaw
adapted one of the best practices of The Ritz-Carlton, Millenia Singapore.
The premier hotel believes that to create good habits and a service culture,
its staff need to identify with a set of core values. At the start of each work
shift, its staff gather in their work teams for 15 minutes to talk about one
of its 20 values.
MinLaw found a way to adapt this practice to suit its organisational setting.
As its various workgroups were already meeting up regularly to discuss operational
matters, MinLaw tapped on this ready opportunity to highlight its core values.
The ministry institutionalised the sharing of core values during those meetings.
The workgroup leaders facilitate the discussion on core values with their staff
which takes only about 10 minutes so as not to overshadow the discussion on operational
matters.
To facilitate the sharing of core values, real-life stories contributed by staff
who have exhibited the values in their day-to-day work are distributed to all
workgroups by the Corporate Development Unit every month. A different value is
discussed each month. The staff also receive practical tips on how to remember
the values, suggestions on how to live out the values and quotes to inspire staff
to uphold the core values.
MinLaw’s efforts are evidently paying off. Said Corporate Development Executive
Shirley Ou, “The core values provide me with a sense of direction in my
daily routine, particularly when I encounter difficult situations. As an officer
who deals with members of the public on a regular basis, I always bear in mind
that I have to serve the public with utmost ‘Integrity and Professionalism’,
because I know that they expect nothing less than the best possible outcomes.”
MinLaw has found its journey of organisational culture development worth taking.
While developing an organisational culture takes time, adopting a comprehensive
approach and repeatedly reinforcing the shared values will bring about desired
behaviours that move the organisation towards achieving its goals in a sustainable
manner. |
