Promote respect

Promote cultural views and values in workplace

Your company's culture is the sum of its values, traditions, beliefs, interactions, behaviours, and attitudes that make it unique. A positive workplace culture attracts talent, encourages engagement, improves happiness and satisfaction, and impacts performance.

Importance of workplace culture:

• Because culture either strengthens or undermines your aims, it is just as vital as your corporate strategy. It is important to have a positive culture because it attracts talent. Job candidates assess your company and its culture. A positive, well-defined, and well-communicated culture attracts the right people.
• It promotes customer retention and engagement. Employees' interactions with their work and your company are influenced by culture.
• It affects happiness and contentment. Employee happiness and satisfaction are connected to positive company culture, according to research.
• It has an impact on performance. Stronger cultures outperform their counterparts in terms of financial performance and are more successful in general.

Concept of community control of organisations and how it may impact day-to-day operations of the organisation:

AbSec defines an Aboriginal Community Controlled Organisation (ACCO) in the child, family, and community care sector based on the requirements mentioned below, which should also be represented in the organisation's constitution:

It is a non-profit organisation that is registered as an Aboriginal organisation.

• Aboriginal peoples initiated it, and it is managed and administered by them, recognising Aboriginal peoples' right to self-determination.
• Is based in one or more local Aboriginal communities.
• It is administered by an Aboriginal board elected by residents of the local Aboriginal community or communities where it is based, and Aboriginal Board members make the decisions.
• Delivers services that help Aboriginal communities and people gain strength and empowerment.

Impact on a day to day operations:

• Many indigenous organisations in urban, rural, and remote places manage various programs and services for their people.
• The community owns and controls the decision-making process.
• It emphasises culture, including an appreciation of the local background, history, and community leaders.
• Indigenous people work in the organisation, and there is solid corporate governance.
• Indigenous people work on programs, and current resources are being used to their full potential.
• Relationships with partners are built on trust.
• Timelines for implementation can be adjusted as needed.

The cultural context in which Aboriginal and Torres Strait Islander boards operate:

The Aboriginal and Torres Strait Islander Community is an essential component of Aboriginal and Torres Strait Islander people's primary health care.

Community Controlled Health Services (CCHS) is run by community members (by a locally elected board) and is designed to meet the community's entire health and well-being needs.

CCHS is a non-profit organisation that the government does not govern.

CCHS range in size and scope from small services staffed by Aboriginal and Torres Strait Islander Health Workers and practitioners and/or nurses are providing basic primary health care to big services staffed by experts providing a comprehensive range of health services. The community that controls CCHS receives comprehensive and culturally relevant health services.

CCHS play a significant role in improving Aboriginal and Torres Strait Islander health.

An ACCHS (National Aboriginal and Torres Strait Islander Community Controlled Health Agency) is a primary health care service established and run by the local community to provide holistic, comprehensive, and culturally appropriate health care to the people who govern it (through a locally elected Board of Management).

Aboriginal and Torres Strait Islander peoples share many cultural values and practise organising themselves, interacting with one another, and achieving the things essential to them collectively—to govern themselves.

Aboriginal and Torres Strait Islander peoples prioritise their culture in their governance.

You must do the following if you want your community-based organisation to be culturally legitimate and accountable to its diverse members:

• Determine the type of governance you want and the role you want cultural values to play in your organisation.
• In dealings and judgments with leaders and their organisations, be open, fair, and honest.
• Different property ownership rights and interests must be respected.
• Comprehend the community's governance history and how it has affected its contemporary connections, governance systems, and issues.
• Discuss with community members and leaders whose cultural values, norms, connections, and processes may help your organisation operate more effectively.
• Determine which cultural values, norms, connections, and processes will be included in your organisation's governance.
• Be specific about how your organisation's cultural rules and values will be implemented—for example, and you may want to focus on how leaders are chosen, how decisions are made, what behaviour is expected of the board and staff members, working conditions, and how information is fed back to members.
• Inform community members and leaders of the organisation's direction, the strategic plan for getting there, and the resources employed along the route.
• Inform members of your progress and problems.
• Use your resources wisely and efficiently.
• Deliver on the services and achievements you've promised to your members and the broader community

Role in upholding traditional and cultural values and how that impacts the workplace environment:

• Aboriginal and Torres Strait Islander people have such a deep sense of connection to their nation that they have no desire to own other people's land.
• Both spiritual and physical ties define territory. Landforms contain significant meanings that have been captured in art, storytelling, songs, and dance.
• Aboriginal people evolved a complex set of spiritual values that include "self-control, self-reliance, courage, kinship and companionship, empathy, a holistic sense of oneness and interdependence, reverence for land and Country, and a duty for others."

Ways to promote cultural views in the workplace:

• One of the most effective ways to foster an open-minded company culture is to promote inclusiveness and diversity in the workplace.
• It allows your company to better understand colleagues, clients, and customers.
• It makes the workplace more interesting and personally enriching for everyone.

Commit to improving your cultural competency:

Cross-cultural communication is a valuable skill to have in the workplace. You will most likely interact professionally with people from different cultures. Whether it's a team member, a manager, or a customer, developing a better understanding of different cultures and perspectives can aid in communication and avoid misunderstandings.

• Make an effort to educate yourself. Learn about different cultural traditions and work approaches, and stay current on global events and international politics.
• Be open to travel chances, and You will get a stronger sense of cultural awareness and respect.
• Spend some time getting to know your coworkers, who come from all over the world.

Seek out new perspectives and ideas regularly:

• Ask for assistance and keep an open mind to new ideas. People from various cultures and backgrounds may approach business issues differently. You'll discover that your co-workers can provide valuable insight gained from a wide range of life experiences.
• Creating an environment where different points of view are valued and welcomed can go a long way toward fostering productive business relationships.
• Whether you are a junior employee, a manager, or a director, actively seeking advice, ideas, and expertise from your peers will improve communication and foster a more inclusive company culture. This inclusive culture will, in turn, assist your company in retaining diverse talent and making your workplace appealing to globally-minded job seekers.

Treat others the same way you want to be treated:

• Always be considerate and aware of others' boundaries and expectations. A request or activity that you are comfortable with may conflict with the values of another employee in your company.
• Even everyday interactions may have subtle cultural nuances to consider. Understanding how other cultures see things like handshakes, eye contact, and personal space boundaries, for example, might help you avoid misunderstandings.
• When in doubt, inquire. Apologise if you inadvertently offend someone. Both scenarios are excellent opportunities to expand your cultural awareness, and your co-workers will appreciate your sensitivity and effort.
• Respecting personal and cultural boundaries, and encouraging your co-workers to do the same, will make your workplace more welcoming and productive for everyone.

Observe various cultural traditions, celebrations, and holidays:

• Activities for diversity and inclusion can take many forms, but one of the simplest and most enjoyable is creating a culturally diverse holiday calendar. Encourage your co-workers to participate and find appropriate ways to celebrate various traditions.
• From Eid to Oktoberfest, sharing cuisine, music, and celebrations worldwide may be a wonderful opportunity for colleagues at different levels of the organisation to interact.
• Sending well-wishes through email or coffee can be a modest gesture that means a lot to coworkers, especially if they work from home.
• Aside from major holidays, it is also important to be sensitive to your co-workers’ regular cultural or religious practices. Avoid, for example, scheduling client lunches during a fasting period or holding meetings during a prayer period.

Contribute to your workplace's cultural diversity:

• Your background, unique perspective, culture, and experiences can all contribute to the professional experience of those around you.
• Set a good example for others to follow by positively contributing to the culture of your company. Something as simple as sharing a favourite home-cooked treat can be a great way to start a conversation and inspire others to do the same.
• The best way to promote cultural perspectives in the workplace is to embrace them and build understanding.
• Getting to know your co-workers on a personal level, regardless of their culture or background, will assist you in finding common ground, deepening your appreciation for differences, and promoting an inclusive and welcoming work environment.

Values in the workplace:

Values define how your company and its employees should act. They provide a framework for making decisions, doing tasks, and interacting with others. Values inform employees on what is good for the company and what is not.

Examples of workplace values:

• Being reliable and positive.
• Being completely honest.
• Being accountable.
• Delivering quality.
• Meeting deadlines.
• Keeping promises.
• Helping others.
• Being a great team member.
• Showing tolerance.

Steps to promote values in the workplace:

Create a visual representation of your values:

After defining your core values, the next step is to publish and promote them on your company's website and in your employee handbook. Making fundamental values evident in high-traffic locations like reception, break rooms, and conference rooms help keep your values and expectations at the forefront of your mind.

Hire people who share your values:

While experience and knowledge can be learned on the job, values are more difficult to transfer, and hiring the wrong person can cause more harm than good. Creating a list of questions to assess a candidate's cultural fit with your company can help you avoid hiring anyone who does not share your core beliefs.

Make your values a part of your regular performance evaluations. This communicates the importance of your values to every member of your organisation and demonstrates that you monitor their ability to demonstrate them.

Employee education and development:

Set aside time to train your employees on what your core values imply and how they translate into required behaviours. Consider combining training into personal development sessions if you're presenting new core values to an existing team. This can help people connect the values to their present work performance and provide an opportunity for growth and self-improvement in the new values' direction.

Planning team-building exercises, for example, is a great way to promote collaboration if one of your core values is working well as a team. Other core values, such as diversity, tolerance, and fair business practices, can be reflected in these exercises as well.

Communicate values consistently:

Company leaders should communicate their core values at all times. Everyone will have a clear grasp of the behaviours that will be rewarded by sharing anecdotes and consistently applauding individuals who live by these values in all areas of the organisation. Any contradicting behaviours displayed by employees should be addressed.

Values should be recognised and rewarded:

Your appreciation will serve as an example to other team members, encouraging them to emulate your actions. Depending on the circumstances, rewards can range from a simple thank you to a gift card or an experience. These people should not be chosen solely by the management team. By encouraging peer recognition, you can ensure that positive behaviour is not overlooked. It will have the added benefit of encouraging staff to live by the values as they look for them in others. Whatever method you choose to show your appreciation and reward your team, make sure to do so regularly and timely to ensure maximum impact and positive reinforcement.

Treat individuals and groups from different backgrounds, cultures and languages with respect and sensitivity.

To be culturally sensitive, you must ensure that your language does not rely on unfounded assumptions or stereotypes about a specific cultural group.

Example:

People interact with others from different cultures naturally by adhering to the norms of that culture. They believe they can maintain their values while adapting to the values of other cultures with which they interact. They make good use of empathy.

How to treat individuals and groups from different backgrounds, cultures and languages with respect and sensitivity?

Overcome language and cultural barriers:

Overcoming language difficulties among employees is one of the most typical challenges while working in a multicultural team. If each team member speaks a different language, you'll want to find a common language that everyone can use to communicate smoothly.

Encourage each team member to learn a few crucial phrases (or sentences) in each language. It is acceptable to ask someone to repeat themselves. Your team members should not be embarrassed if they do so, especially if they work remotely. If employees have heavy accents, others may have to hear the same sentence twice, which should be acceptable to both parties.

• Choose the language in which the majority is most at ease. This is the language that should be used in all meetings and formal events.
• Avoid using a specific language in the workplace if some of your co-workers aren't fluent in it.

You may face additional difficulties as a result of cultural differences. Here's how to handle them:

• Plan informal get-togethers for your team members. This is an excellent way to learn about other cultures. For example, you can discuss what makes a culture unique, such as its food, holidays, customs, and so on.
• Work assignments should be delegated following the cultural norms of your team members. Keep in mind that each culture has its work schedule, vacation policies, and holiday calendar. This is especially important if you manage your multicultural team remotely.

Consider different cultural communication styles:

Every culture develops its communication style, such as speech patterns and nonverbal communication. Nonverbal communication encompasses all nonverbal cues, such as gestures, facial expressions, and body language. Understanding the differences in communication styles between cultures is crucial.

Each culture has its interpretation of nonverbal communication. Keep in mind that you may need to take a different approach when speaking with your German colleague instead of your Peruvian team member.

Plan projects around different time zones:

• Supervising a virtual team might be difficult because you are not in your coworkers in the same place or time zone.
• Ensure that employees from all over the world can participate in meetings and work on projects regardless of where they are.
• You must organise your work and make plans following the different time zones. Keep this in mind when assigning deadlines to your team members.
• Use time management apps to avoid time-related confusion. They will assist you in tracking project progress and examining productivity levels by week so you can see your employees' current activity level regardless of time zone.

Allow for preparation time whenever your team requires it:

When speaking in our native language, most of us can express ourselves smoothly and eloquently, but this isn't always the case when speaking in a foreign language.

Some team members may feel uneasy in a meeting where the established speaking style is not their first language. In these situations, they may feel restrained.

• When speaking a foreign language, allow your team plenty of time to prepare, especially those speaking a language other than their native tongue.
• Don't interrupt or talk over them if they need to gather their thoughts or make a point.
• Allow them the time and space they need to effectively communicate.
• This helps your team members enhance their communication skills and helps them acquire confidence in speaking foreign languages.

Be receptive to all cultures and their diversity:

The greatest way to show your colleagues that you respect and appreciate them is to be receptive to their traditions and values. This includes not promoting or embracing a single culture in the workplace. For example, it is critical to vary your decorations during the holiday season to represent all cultures. This way, your multicultural team will know that you respect and embrace whatever holiday traditions they have.

You can also make an effort to learn more about a specific culture and its characteristics. Begin by learning about the cuisine or watching popular films from other countries, for example.

Organise cross-cultural training:

Organise cross-cultural training to boost workplace happiness and morale. The purpose of this training is to assist employees in overcoming workplace cultural barriers. This will allow people to get to know one another and learn about other cultural ideas. This training should emphasise:

• How to reduce cultural barriers?
• Avoiding stereotypes and prejudices
• How to value your abilities as well as the abilities of other cultures?
• What can you do to improve your social skills?
• How to improve your listening skills?
• How to focus on common principles rather than differences?

Avoid stereotypes:

There is a fine line between cultural awareness and stereotyping. When working in a multicultural team, use extra caution with your language. There is a fine line between being aware of cultural differences and relying on stereotypes to predict your employees' behaviour. The fact that your co-worker is from Japan or France does not dictate every decision your employees make, and relying on this logic will likely irritate them. Everyone, regardless of cultural background, is an autonomous individual, so treat your co-workers as such.

To avoid stereotypes, spend time getting to know each team member. Feel free to encourage your co-workers to do the same.

You must constantly remind yourself that:

• Each team member has a distinct way of working and communicating with others.
• Everyone is unique and has different preferences.
• Culture influences but does not dictate behaviour.

Practice empathy:

A good leader will make time to check in with their team members regularly. This is an effective method for fostering employee trust and mutual respect. Empathy should be practised while conversing with co-workers. Empathy is the ability to comprehend and share the sentiments of another person. Empathy takes practice, and as a leader, you must constantly improve your listening skills. Making an effort to understand what your co-worker is going through can help your relationship with them thrive.

Empathy training has additional advantages:

• It supports multicultural employees so that they can continue to provide high-quality work.
• It assists them in resolving issues that are impeding their progress toward their objectives.
• It aids in the quick and effective resolution of conflicts.

Deliver honest feedback:

Giving your team honest and constructive feedback is an important part of your leadership and management responsibilities. Your co-workers have a right to know the truth about the quality of their work, whether it is positive or negative.

As the leader of a multicultural team, you must exercise caution when evaluating someone's work. Each culture, and even each country, has its way of providing feedback, especially when it is constructive but can be interpreted negatively.

Identify and support positive qualities of people

Positive qualities of people:

Dedication:

It is a strong sense of support and loyalty to a business or employment function. Employees that are committed are more purpose-driven in their personal and professional lives. As a dedicated employee, you may exhibit the following characteristics:

• A strong desire to do your job
• A generally positive attitude toward your job
• Punctuality is required for all work-related events.
• When it comes to assigned work tasks, flexibility is essential.

A dedicated employee does not need extensive experience in their field, but they are willing to put in the necessary training and work to gain that experience. They are goal-oriented and are more likely to strengthen any weaknesses they may have.

Confidence:

Confidence and productivity frequently go hand in hand. Employees who are confident in managing tasks are more likely to persuade managers, co-workers, and customers of their abilities.

As your self-esteem grows, you may exhibit some of the following traits:

• You pay more attention to what others are saying than you do to what you are saying.
• You are constantly looking for ways to improve your abilities.
• You know when to seek assistance.
• You can easily transition into a new role.

You may find it easier to accept challenges in the workplace if you have developed confidence. This includes looking for ways to overcome these obstacles and succeed in your current tasks right away.

Reliability:

A trustworthy employee is reliable. Dependable employees are valuable in the workplace because they demonstrate that they can complete their tasks without much supervision.

Becoming a dependable employee entails the following steps:

• Attending work-related events
• Arriving at work on time
• Meeting deadlines regularly
• Making high-quality work
• Demonstrating a desire to take on more significant responsibilities
• Taking the initiative when necessary

Teamwork:

In most workplaces, teamwork is required. Excellent communication skills, patience, tolerance, and dedication are required for successful collaboration. You can demonstrate a variety of other desirable skills by demonstrating strong teamwork skills. Being a team player is essential for ensuring that you will be an asset to the current team.

Good team players include:

• Adaptable to change
• They have dedicated themselves to their success as well as the success of their teams.
• Dependable and accountable
• Excellent problem solvers
• They are encouraging and respectful of their co-workers.

Adaptability is also important in organisations that rely heavily on teamwork. It is easier for a team member who can quickly adjust to new positions, such as leader and motivator, to join an established team.

Independence:

It is just as important to work independently as it is to work well in a team. Even in highly collaborative organisations, you will have to do some work on your own. Trust is also involved when your manager and team members expect you to complete a task independently.

As an independent worker, you provide the following services:

• Concentration
• Improved time-management abilities
• Resourcefulness
• The ability to criticise and edit one's work

When you can work independently, your employer will rely on you to complete job tasks with little supervision.

Leadership:

Strong leadership abilities can assist you in moving your company forward. They can also assist you in guiding your team members to develop their skills. Influential leaders possess a diverse set of abilities, including self-assurance, dependability, and honesty. You may exhibit the following characteristics as a leader:

Excellent organisational skills

• Self-assurance in your ability to lead teams
• The ability to motivate and inspire others
• Compassion for team members
• You can provide constructive feedback.

Interpersonal/communication skills:

Strong communication skills can help you in almost any job. You will most likely spend a significant amount of time communicating with customers, coworkers, vendors, or managers throughout your career. Strong interpersonal skills ensure positive and effective interactions.

Self-awareness:

Self-awareness enables you to recognise your strengths and weaknesses. It can also help you recognise when to seek assistance or feedback on your work, allowing you to continuously improve your skills. The greater your self-awareness, the easier it will be to reflect on the skills you've gained since starting in your position.

Self-awareness frequently entails the following:

• Exceptional emotional intelligence
• Recognising your role on your team
• Obtaining and utilising feedback

Integrity:

Employers can focus on other aspects of their businesses by hiring employees they trust. Integrity includes characteristics such as accountability and honesty. Integrity also entails being truthful about your abilities and preferences.

If you've worked hard to develop your integrity as an employee, you might exhibit the following characteristics:

• You are open and forthcoming about your work progress.
• You are honest in all of your business dealings.
• You are aware of core values and regularly demonstrate them.
• You base all of your decisions on honesty and integrity.

Ways to support positive qualities of people:

Provide reward and recognition:

If you want to encourage people's positive qualities, you must first keep them happy and motivated. This begins with developing a company culture that rewards and recognises exceptional performance.

Giving your employees recognition and rewards can motivate them and foster loyalty, which are driving forces behind employee growth. When employees feel valued and their efforts are recognised, their performance levels rise.

Provide real-time feedback:

• Organisations that do not provide continuous feedback to their employees cannot expect them to grow or develop in areas where they struggle.
• Knowing your shortcomings is a critical step in personal and professional development. Organisations must put in place processes that assist management in organising and assessing their employees' strengths and weaknesses on an ongoing basis.
• The findings of these assessments must be conveyed to these managers on a weekly, monthly, or quarterly basis.
• This ongoing evaluation and communication process provides a feedback loop that assists employees in understanding the areas in which they require additional training and developmental areas to improve employee aptitude and performance.

Use learning management system (LMS):

• A learning management system (LMS) provides organisations with a scalable solution to support people's positive qualities.
• Learning management systems (LMS) are software applications that assist businesses in creating, storing, tracking, delivering, and reporting educational resources, training, and development programs.

Mentoring and coaching should be encouraged:

• Employees in the modern workforce no longer respond well to demands or orders. Rather, managers must learn to collaborate with their employees, much like a coach or mentor.
• Organisations can help people with their positive qualities by fostering a management culture that encourages communication and training. Managers should not be reluctant to ask staff for help, and they should take advantage of any opportunity to impart new skills or knowledge to their employees.

Identify and improve soft skills:

Soft skills are personal characteristics and non-technical abilities that help you succeed in your career. These abilities can include, among other things, time management, delegation, active listening, and communication.

Organisations that provide soft-skill development training and educational resources can boost the productivity of their entire team, not just the employee.

Implement inter-divisional training programs:

• Understanding how each unit operates is beneficial whether you are a production manager or a front-line sales representative.
• Organisations can help people with their positive qualities by implementing cross-departmental training programs.
• Furthermore, breaking down these departmental barriers can improve communication from one unit to the next, increasing the overall efficiency of your organisation.
• Cross-departmental training programs can educate your employees about various aspects of your business while also improving communication between different departments within your organisation.

Continue to look for opportunities for advancement:

Organisations must find innovative ways to engage employees and increase their loyalty to reduce employee turnover and productivity. Employee development initiatives and skill-development programmes are two long-term strategies that lay the groundwork for better employee experiences.

Take impact of board decisions on human values into account when making decisions

• A board of directors is a group of individuals who are elected to represent shareholders.
• They meet regularly to establish policies for business administration and monitoring.
• They are present in certain private and non-profit organisations.

Roles and responsibilities of board members:

Establishing the organisation’s mission and purpose:

• The organisation's vision and mission guides every board of directors.
• The vision is what the organisation hopes to achieve. The mission is the plan of action for carrying out the vision.
• Because almost everything the board does revolves around the mission and vision, the board of directors should exercise extreme caution in developing mission and vision statements that encompass the organisation's goals.
• Each member of the board should contribute their perspectives to the board.

Executive director-selecting, supporting, reviewing:

• The board is in charge of vetting and selecting Executive Director candidates and selecting a qualified candidate from a pool of applicants.
• Following the appointment of the Executive Director, the board will work collaboratively to carry out organisational plans.
• Board members may be asked to serve on a committee that prepares and presents the Executive Director's annual performance review to the full board.

Organisational planning:

• Board members devote the majority of their time to organisational planning.
• They plan and oversee the organisation's products, services, and programs.
• They stay current on competitors and developments in the organisation's field.
• Board members review strategic plans regularly to ensure that goals are being met.

Monitoring and managing financial resources:

• Members of the board should understand how much money comes in and how much goes out.
• Board members should keep an eye on funds and spending categories because they have a collective responsibility to their shareholders for fiscal expenditures.

Assessing and developing skills:

Board members have knowledge of the organisation, raise funds, cultivate and recruit board members and volunteers, and understand financial statements.

Hiring new board members:

Board members have the responsibility to lookout for potential new board members through their networking opportunities who would bring additional knowledge, talent, experiences, or perspectives to the board.

Spread the word about the organisation:

• Being an active board member entails sharing your passion with others and inspiring them to get involved.
• Board members actively network with others to open up new doors and opportunities in the business network or community.

Maintaining integrity:

Responsible board members adhere to the conflict of interest policies outlined in the organisation's bylaws. They maintain confidentiality in sensitive and other private board matters.

List protocols and cultural responsibilities relevant to the role of a board member:

• Personal attributes such as honesty, integrity, independent decision-making, and objectivity are vital for board members to fulfil their responsibilities.
• The leadership of an organisation is responsible for the cultural health of the organisation. The board, which sits at the top of the organisational hierarchy and has ultimate authority and accountability for the organisation, is part of the organisation's leadership, along with senior management, and must thus play a role in developing and monitoring the culture.
• The board must understand the organisation's culture and evaluate if the more visible signs (such as the company's stated mission and values) are consistent with the common underlying assumptions (shared norms) that affect how things are done.
• The board must decide the shared standards that the company desires to have and identify the gaps within the present culture through a series of iterative talks with management.
• The board's third area of responsibility is the outsourcing of culture management and cultural change implementation to the CEO.
• The board must act following the specified cultural qualities, exhibiting a commitment to and adherence to the board's shared norms necessary for the organisation to achieve its goals.

Human values

Human values assist managers in thinking rationally while keeping the human element in the decision-making process in mind.

Types of human values in the workplace:

• Openess to change
• Self enhancement
• Security
• Power
• Innovation
• Continuous improvement

• Our beliefs, attitudes, and behaviour are all influenced by our human values. If you consistently compromise your values in decision-making, the consequences for your morale are undeniable.
• Recognising, understanding, and adhering to your values is thus one of the most important efforts any human being can make, and it is equally important in the workplace.
• Values can help us predict each other's choices, which can help us avoid misunderstandings, frustration, and distrust.
• Understanding that others prioritise a different set of values that guide their behaviour will help you better understand that, while their choices may differ from yours, they are correct for them.

Importance of human values in the workplace:

Values can help you gain self-esteem:

Sticking to your values and refusing to compromise them in response to external pressures is a sure-fire way to reclaim your self-esteem. For example, if you value punctuality, let your co-workers know.

Values assist you in being clear about your desires:

To identify your work values, prioritise them from most important to least important. These could include things like recognition, achievement, independence, support, working conditions, and justice, among other things. You will be able to identify companies or industries with methods and goals most conducive to your values if you have a clear sense of which values are important to your work efforts.

Values aid in decision-making:

The modern job market can give anyone the impression that they have all the options in the world, but with that abundance of options comes the feeling that we have ‘forgotten' how to make good decisions. There will always be alternatives, different opportunities and paths to choose from. Having a clear sense of your values can assist you in navigating those options and eventually determining the best option.

Values motivate, focus, and engage you:

When you work for a company whose product, process, or mission you disagree with, your productivity suffers. Living our values keeps us motivated and happy in all aspects of our lives, including the workplace.

Impact of board decisions on human values when making decisions:

Clarity about your values can help you build a solid life foundation, giving you a foundation for decision-making and preparing you for happiness in life and work. For example, if you value trust and feel trusted by everyone you work with, you trust them.

Creating workplace stress:

When you are stressed at work, it is critical to investigate the root cause of the stress and to take action to address the cause and thus reduce the stress. One possible cause is a misalignment between your values and what is going on at work or in your business. You may place a high value on financial security, but your company's cash flow position is severely constrained. This could be causing you to feel financially insecure, and it could also be the source of your stress.

Affecting your work relationships:

Work relationships may suffer due to a misalignment of your values and those of the person you're interacting with. As a result of your various values, you or the other person may take different views or behave in specific ways, or you or the other person may find anything problematic as a result of your distinct values, e.g. When you question about a coworker's personal life, they may feel irritated and consider it intrusive. To strengthen your work or business connections, consider others' beliefs and your own, and strive to redirect conversations away from individual positions and toward what is most essential to both of you and the company as a whole.

Making a schism between your personal and professional lives:

When you have difficulties in your professional and personal lives, it could be because your principles are not being upheld in both aspects of your life. You will have a huge gap between your personal and professional lives if you value success and equate it with working long hours, but you also value family life, which needs you to spend more time with your family.

Conflicting with each other:

At work, your values can contradict. Your values may include success and wellness, and you may be successful at work or in your business, but you are unwell due to your long hours. You must align your ideals by taking actions to lower your working hours to feel better.

Having an impact on your leadership style:

Your leadership style and behaviour will be influenced by your values. For example, if you value authenticity, you are more likely to lead authentically. When leaders are unaware of their values, their leadership can be inconsistent and erratic, and their decision-making can be difficult to understand.

Unsuitable for your job:

If any or all of your values conflict with your employment, you're likely to feel uneasy. For example, you'll be very unhappy if you value timeliness but find that you have too much to accomplish due to your company's rapid expansion and things aren't getting done on time. You may connect your work more closely with your values and feel better by adding an extra person. Examine your beliefs and seek for ones that are currently at odds with your employment if you're feeling this way, and then take steps to correct the problem.

Identify how past experiences may impact people’s behaviour, skills and knowledge

Knowledge:	Refers to the technical details and "know-how" that an apprentice must acquire and comprehend to perform their responsibilities.
Skills:	Skills are learned through both experience and on-the-job training from a senior member of staff.
Behaviour:	Refers to how people act and interact with one another. It is influenced by various factors, including genetic makeup, culture, and personal values and attitudes. For example: Teamwork Having a professional attitude. Problem-solving

Past experiences are the events that have shaped our lives up to this point. They are both positive and negative occurrences. They are critical to our happiness and well-being. To live a happy and fulfilled life, we must first understand them and how they affect what we do now, in the present.

Impact of past experiences on people’s behaviour, skills and knowledge:

The events of their past most likely shape people's current experiences. Childhood or early adulthood events shaped how they think, act and interact with those close to them. Humans have interacted with the world through their past experiences. Every time a person interacts with a company, they have an experience. And that encounter will elicit an emotional response, influencing their attitudes and informing their future behaviour. Such as whether they buy more products, refer the company to friends, or work late. So, if organisations want to drive profitable behaviours, they must understand how people's experiences influence how they think, feel, and act toward their firm.

By managing the five aspects of the Human experience cycle, organisations may actively impact how people process and respond to their experiences.

• What happens to a person during contact is referred to as an experience.
• Expectations are what a person expects to happen during an experience.
• Perceptions: A person's perception of the experience is based on their expectations, weighed against success, effort (how easy or difficult it was), and emotion (how they felt).
• Attitudes: A person's feelings and thoughts towards the organisation.
• Behaviours: The way a person interacts with a company, which is determined by their attitude.

Role of past experiences on skills and knowledge:

• Being able to develop a professional set of abilities based on your experiences is essential for everyone seeking an exceptional job in today's market—and inquiring about the knowledge you've already earned is merely an interviewer's method of ensuring you're up to the task.
• Your prior experience will help them determine whether you will be a worthwhile asset and suitable for their organisation.
• Past experiences might have an impact on future decisions. It seems to reason that when a decision produces a positive outcome, people are more likely to make a similar option in a similar situation.
• People tend to avoid making the same mistakes they have made in the past. This is essential because future decisions based on prior experiences are not always the optimal decisions. Highly successful people do not make investment decisions based on prior sunk consequences but rather by assessing options without considering past experiences.