{"id":215638,"date":"2022-05-02T09:38:03","date_gmt":"2022-05-02T07:38:03","guid":{"rendered":"https:\/\/www.growens.io\/?p=215638"},"modified":"2022-05-04T11:05:36","modified_gmt":"2022-05-04T09:05:36","slug":"growens-values","status":"publish","type":"post","link":"https:\/\/www.growens.io\/en\/growens-values\/","title":{"rendered":"Growens’ values and behaviors"},"content":{"rendered":"

How important is a value system in defining corporate strategies? <\/span>How can we transform abstract concepts – such as, in our case, Passion, Caring, Trust and Open-Mindedness – into \u00a0 driving behaviors for both the individual and the organization?\u00a0<\/span><\/p>\n

In Growens\u2019 case, the solution lies in a daily application of\u00a0 a set of core ethical principles by the people of the Group and by the Company itself. It is easy to recognise Growens\u2019 values in the way its employees relate to each other.\u00a0<\/span><\/p>\n

In Growens everything revolves around four basic values: from the choice to <\/span>work flexibly <\/span><\/a>\u00a0to a specific leadership style, from a collaborative feedback culture to the inclusion of value-related evaluations within the growth paths of employees. Values are also brought to life through the daily initiatives of the <\/span>Value Team<\/span>.<\/span><\/p>\n

But how was the Growens value set born?<\/span><\/p>\n

Towards the creation of a corporate culture<\/b>\u00a0<\/span><\/h2>\n

In 2018, on the wave of a constant growth path, the Group defined a common and shared Cultural Identity for all its Business Units.<\/span><\/p>\n

The entire process was based on a bottom-up approach: employees of all Business Units were actively involved in workshops and laboratories organized by the People & Culture Team.<\/span><\/p>\n

The aim of such meetings was to work in a collaborative and creative way, to bring out the most significant and shared traits of the corporate culture. During these meetings we synthesized and formalized those traits into four values \u200b\u200band sixteen behaviors.<\/span><\/p>\n

After many workshops, the following\u00a0 four values were selected:<\/span><\/p>\n

\"\"<\/p>\n

\"\"<\/p>\n

From values \u200b\u200bto behaviors<\/b>\u00a0<\/span><\/h2>\n

The presence of values \u200b\u200bis not enough for defining a corporate culture. Taken individually, values \u200b\u200bare just abstract concepts and in order to understand whether they are actually implemented, it is necessary to identify behaviors linked to them, which are observable and therefore measurable.<\/span><\/p>\n

Growens’ next step was precisely this: outlining a series of behaviors to be applied in every area of the \u200b\u200bworking life.<\/span><\/p>\n

At the end of the selection, the following behaviors were identified.<\/span><\/p>\n

Trust<\/b><\/h3>\n