core values - ITF Nigeria

FEDERAL REPUBLIC OF NIGERIA
INDUSTRIAL TRAINING FUND
PROCEEDINGS AND HIGHLIGHTS OF THE 43 RD
ANNUAL HUMAN RESOURCE DEVELOPMENT
SEMINAR SERIES AND FINDINGS OF THE
STUDY ON ORGANISATIONAL CULTURE AND
CORE VALUES IN THE ITF
HELD FOR STAFF OF THE
INDUSTRIAL TRAINING FUND,

2009 and 2010
TABLE OF CONTENTS
Page
Title Page…………………………………………………………………………………………………….
Table of Contents………………………………………………………………………………………… i
Editor’s Note………………………………………………………………………………………… …….. ii
Welcome Address by Prof. Longmas S. Wapmuk ……………………………………….. v
Presentation of Lead Paper by Mallam Rabiu Musa……………………………………….1
Highlights of 43 rd HRD Seminar Series and Study on
Organisational Culture and Core Values in the ITF……………………………. ……… 28
Communiqué of the 43rd HRD Seminar ………………………………………………………..47
Appendix
Seminar Officials ………………………………………………….………………………… ………. 54
Editorial Team ……………………………………………………….……………………………… 55
2

EDITOR’S NOTE
This publication is the report of the maiden edition of the HRD Seminar Series
of the Industrial Training Fund, being organized on Zonal Basis. It is therefore,
unique in essence and rich in content. It contains proceedings of the 43 rd
Human Resource Development (HRD) Seminar Series held in 2009, including
the lead paper and the outcome of the HRD Seminar Series and study on
Organisational Culture and Core Values in the ITF.
The HRD Seminar Series provides a forum for disseminating information on
topical issues relating to the Fund. It also provides an opportunity for very
senior Staff of the Fund to interact and leverage discussion on issues and
activities germane to their operations and processes.
The 43 rd Human Resource Development (HRD) Seminar titled: Organisational
Culture and Core Values: Imperatives for Excellent Service Delivery in the ITF
was chosen in consideration of the importance and role of Culture and Core
Values as an integrating and unifying “driver” within organizations. The theme
was conceptualised to address issues of Work Ethics and Core Values and their
impact on performance of Staff in the ITF.
The Seminar Series held in Lagos, Kaduna and Jos on 20 th , 25 th August and 23 rd
of September respectively. At the various locations, the Seminar was declared
open by the Director-General of the Industrial Training Fund, Prof. Longmas S.
3

Wapmuk. In attendance were ITF Management members, and Four Hundred
and Twelve (412) Senior Officers of the Fund on CONTISS 9 and above. The
Senior Officers were drawn from 29 Area Offices and 3 Industrial Skills Training
Centres of the ITF.
The lead paper at the three locations was presented by Mallam Musa Rabiu,
the then Registrar/CEO, Chartered Institute of Personnel Management of
Nigeria (CIPMN). The paper examined critical issues that bordered on
progressive negative attitude and disposition of Staff to work, in spite of all
efforts towards providing conducive work environment.
The report of the outcomes of the study titled ‘Organisational Culture and
Values in the ITF’ and the Seminar Series is also included in the publication. The
study was in response to Management’s obvious dissatisfaction with careless
attitudes of some staff to work and their failure to improve despite various
appeals and measures taken by management to motivate staff for improved
productivity. The study became expedient in revealing the underlying factors
responsible for most staff poor attitude to work. It sought to discover if
Organisational Culture is at variance with the Mission, Vision and Core Values
of the Industrial Training Fund. The major objective of the study, therefore,
was to identify the prevalent Organisational Culture in the ITF.
From the presentation and the study, it became obvious that the right Culture
and Core Values must be imbibed to move the ITF forward. It is expected,
therefore, that the outcome of the Seminar and study will:
4

Shape the attitude and disposition of Staff for optimum
performance directed towards achievement of ITF goals and
objectives.
Help staff of the Fund adapt to changes in the environment by
showing concern about customer satisfaction, quality of service,
respect for individual, initiative, honesty, integrity and continuous
improvement.
S. Ayo Alabi
Director, CRIT Department,
Industrial Training Fund,
Jos
5

WELCOME ADDRESS
Professor Longmas S. Wapmuk oon, Director-General/Chief Executive
Officer, Industrial Training Fund
Protocol
I wish to welcome you all to this occasion of the maiden edition of the HRD
Seminar Series being organized on Zonal Basis. As you are aware, the Human
Resource Development Seminar Series has been repackaged to expand the
scope of participation and raise the stakes, in terms of content and level of
discourse. The overall objective is to increase the intellectual content of our
job as Human Resource Development Practitioners and facilitate excellent
Service Delivery. In keeping with the adage that charity begins at home, you
will agree that one cannot give what he/she does not have. It is with this view
that Management believes that it is necessary to provide a forum for
disseminating information on topical issues and provide opportunity for the
interaction of very senior staff of the Fund to leverage discussion on issues and
activities germane to our operations and processes.
Let me reiterate that, with the advent of economic liberalization and
globalization, expectations from our clients and stakeholders have increased.
In order to remain relevant, viable and competitive, our strategy and processes
must be able to meet and surpass such expectations. This is because we are
living in a dynamic world characterized by economic uncertainties, new
technologies and influx of younger generation of workers with vastly different
attitude and views. In addition to these challenges, there are also great
opportunities in the operating environment. Organisations that can identify
these opportunities and take appropriate action can survive in this era of
economic upheaval, uncertainty and change to impact positively on clients and
stakeholder Organizations.
6

It is against this background that, the Human Resource Development Seminar
is being organized to shape the attitude and disposition of our staff for
optimum performance that is directed towards achievement of our goals and
objectives. This is to enable us adapt to changes in the environment by
showing concern about customer satisfaction, quality of service, respect for
individual, initiative, honesty, integrity and continuous improvement.
Ladies and Gentlemen, in organizing this Human Resource Development
Seminar titled: “Organisational Culture and Core Values: Imperatives for
Effective Service Delivery in the ITF”, the Management of the Industrial
Training Fund was guided by the importance and role of Culture and Core
Values as an integrating and unifying “driver” within organization. This is
against the backdrop of the progressive negative attitude and disposition of
Staff to work, in spite of all efforts to provide a conducive work environment.
Most Staff have continued to indulge in vices which are detrimental to the
existence and image of the Fund. Rumor mongering and black mail are still rife
with Staff having lackadaisical attitude to work. Managers and Supervising
Officers have not led by example. Punctuality is no longer the soul of business.
Staff have continued to undercut the Fund by engaging in sharp practices and
colluding with our clients and at times, competitors, to defraud the Fund. More
detrimental to the image and existence of the Fund is the wave of petition by a
few disgruntled elements within the system, most of which are based on
outright falsehood and ignorance. These vices, we can no longer allow to
continue hence, this Seminar is to appraise our Culture and review our Value
System. Our Culture and Core values must be based on mutual respect for
others, integrity, honesty, commitment and nack for efficient Service Delivery.
These are what we must imbibe to move this organization forward.
7

As ambassadors in our quest to improve on our image, through provision of
quality service to our clients and stakeholders, I urge all participants to use this
opportunity to identify measures that are required to usher in the much
needed rebirth that will move the Fund to the next level, in terms of
improvement in its activities, services, processes and operations. This Seminar
should serve as a stabilizer for us to maintain our place as the premier Human
Resource Development Organization in the nation. It is my desire that after
participating in this Seminar, you will be able to carry along the entire
workforce of the Fund, so that staff, irrespective of their Departments or roles,
will become true ambassadors of the Organisation.
It is expected that we shall be able to come up with far reaching suggestions
and recommendations that will facilitate the actualization of our collective
goals and aspirations.
At this juncture, I will like to thank the Guest Speaker for accepting to be part
of our efforts at rebranding the Fund. Your prompt response in spite of the
short notice and your tight schedule clearly demonstrates your desire to
partner with us as we strive to move the Industrial Training Fund forward.
Being a proactive organization with definite mandate to contribute to
economic development through Human Resource Development, the Industrial
Training Fund needs to deploy all resources at its disposal in order to ensure
the actualization of its mandate.
On this note, Ladies and Gentlemen, it is my pleasure, to declare the Seminar
open.
Thank you and God bless.
8

LEAD PAPER
Organisational Culture and Core Values: Imperatives for Excellent
Service Delivery in the Industrial Training Fund
Mallam Musa Rabiu Former Registrar/ CEO, Chartered Institute of Personnel
Management of Nigeria (CIPMN)
OVERVIEW
1. Organisation as a Business Enterprise
2. Federal Public Service and ITF Challenges
3. Organisational Design, Behaviour, Motivation and Performance
4. Organisational Culture and Case Studies
5. Values and Leadership Attributes
6. Conclusion
1.1Organisation as a Business Enterprise
1.1.1 Tree of Business
1.1.2 Organization Standards
1.1.3 Shared values / culture-glue for service delivery
1.1.4 Strategic Human Resource Management Framework as a Functional
Template
9

Chartered Institute of Personal Management (CIPM) – Vision and
Management
Vision
To be the most People Management Institute in Africa, respected across the
world.
Mission
To regulate the practice of human resource management in Nigeria and
promote excellence in the acquisition and application of knowledge and skills
by practitioners, thereby contributing to sustainable national development.
Industrial Training Fund (ITF) - Vision and Mission
10

Vision
To be the foremost skills training and development organization in Nigeria and
one of the best in the world.
Mission
To set and regulate training standards and offer direct training intervention in
Industrial and Commercial Skills Training and Development using a corps of
highly competent professional staff, Modern techniques and technology.
Organisation Standards-Critical Elements
BUSINESS
• PRODUCT
S
• SERVICES
PERFORMANCE
• JOB DESCRIPTION
• APPRAISAL AND
REWARD
CAPABILITY
Shared Values
“Culture-Glue”
DEVELOPMENT
• EMPLOYEES
• COMPETENCE
• COMMITMENT
•PROFESSIONAL & LEADERSHIP SKILLS
• PROGRESSION / PROMOTION
• SUCCESSION PLANNING
HR MGT. Framework – Function Template
STRATEGIC ALIGNMENT
CHANGE AGENT / FACILITATOR
• Align with Business Priorities
- Improving Human Capital in sectors
• Support Change Management
-Behaviours – demonstrate loyalty to ITF
- Diversity & Inclusiveness Behaviours
• Continuous Improvement
- Regular Performance Reviews
- Compliance with professional standards
1. Industrial Training Fund
• Diagnose, Translate, Execute
• Footprint
-Medium term Sector Vocational Training Plan
• Reforms Agenda
- Professional Development Plan
• Staff Issues
EMPLOYEE
- 360-degree feedback for Managers
ADMINISTRATIVE EXPERT
‘CHAMPION’
(TRANSACTIONS)
• Improve ITF Data
-Quality operational Data
11 •Consultative Advocacy
- 3-yr Succession Plan (Job & Staff cover)
- Facilitate Learning Opportunities

2. Federal Public Service
• Structure
ITF and Federal Public Service Challenges
1. Industrial Training Fund
• Footprint
• Reform Agenda
• Staff issues
2. Federal Public Service
• Structure
• Challenges
in 2009
12

Industrial Training Fund – Public Service Reforms
• Collapsed 9-Department Structure of the Fund into 6-Department
Structure.
• Disengaged 400 staff that was in breach of the requirements spelt out by
the Bureau of Public Service Reforms.
• Paid entitlements of all staff (216) that were downsized to enable them
start new lives.
• Total of N216, 536,760.16 was paid as terminal benefits.
• 2008 year of consolidation, repositioning and refocusing.
• Take-off of the ITFNECA Technical Skills Development Project (TSDP).
• ITF was commended by the Bureau of Public Service Reforms.
Industrial Training Fund – Staff Issues Addressed in 2008
• 600 staff were promoted just as all cases of wrongful placement and
upgrading were resolved.
• ITF was also among the first organization to pay the 15% percent salary
increase announced by the Federal Government.
• It was also among the first 4 Institutions to implement the Harmonised
Salary for Public Servants and the arrears thereof.
13

• Championed the transition from HAPSS to CONTISS-the wage structure
enjoyed by all Training Institutions in the country; and also revived the ITF
Loan Scheme which was comatose for some time.
• In 2007, 1,062 were sent on local short courses, 27 were sponsored on
long term training, while 37 embarked on overseas training.
• Tasked Senior Staff Association of Communications, Transport and
Corporations (SSACTAC) to be dedicated.
Federal Public Service – Challenges in 2009
• The system operates a unified and uniform Scheme of Service
• The system assigns HRM responsibilities to OHCS, FCSC and MDAs
• Focus of recruitment into the service is at the entry level, with an effort
to balance the need for merit with the constitutional requirement on the
federal character principle.
• Discouragement of the recruitment of experienced hires or ‘outsiders’ to
positions above the entry levels.
• Essentially a closed system, with a lot of generic in-breeding.
14

Federal Public Service – Challenges in 2009
• Staff are classified into well-defined pools and cadres, using a rankbased
job and salary grading system.
• Movement within the grades and within cadres (and sometimes across
cadres) is clearly defined and guided by rules understood by all.
• There is permanence of tenure, except in cases of gross misconduct.
• A strong culture of ‘entitlement’ and a weak culture of individual work
accountability and performance orientation.
Federal Public Service – Challenges in 2009
Existence of trade unions, with common issues handled by unified negotiation
machineries.
• A fragmented approach to staff training and manpower development
issues.
• Out-dated staff performance management system.
• Poor manpower planning and establishment control.
• Newly introduced Integrated Payroll and Personnel Information System
(IPPIS), yet to fully cover all MDAs
Organisational Design, Behaviour, Motivation and Performance
1. Types of Organization
2. Characteristics of People
3. Organizational Commitment and Engagement
4. Enterprise First Behaviour
5. Human Motivation
6. Performance Improvement Model
7. Performance Assessment Criteria
8. Behaviour-Performance Feedback Matrix
9. Service Delivery – Assessment Criteria
15

Types of Organisation
• Line and Staff – line hierarchy/ managers supported by functions
• Divisionalised – divisions focus on e.g. manufacturing, marketing, etc
• Decentralised – corporate HQ controls standards and finance
• Matrix – typically project-based e.g. construction organisation
• Flexible - agile and able to adapt to changing business demands
• Process-based – focused on across functional boundaries to deliver
Service/ product
Characteristics of People
• Individual Differences – abilities, intelligence, personality (Introvert &
extrovert), culture, gender and race
• Attitudes – a settled way of thinking which is evaluative.
• Influences on behaviour – personality and attitudes
• Attribution – how we make judgment about people (Distinctiveness,
consensus, consistency over time & modality)
• Orientation – approaches people adopt to work
• Roles – parts people play in carrying out their work
16

Organisational Commitment
• Strong desire to remain a member of the organisation
• Strong belief in, and acceptance of, the values and Goals of the
organisation
• Readiness to exert considerable effort on behalf of the Organisation
Organisational Engagement – 4 Energy Levels
1. Physical Energy
2. Mental Energy
3. Emotional Energy
4. Spiritual Energy
Self-Managing Work Team – Key Factors
• Enlargement of individual jobs to encourage Multi-skilling
• Autonomous decision on methods of work and planning, scheduling and
control of work
• Distribution of tasks among team members by the team
High-performance Work Team – Key Factors
1. Clarity of task
2. Clear Performance Standards and Measurement
3. Multi-skilling encouraged
4. Flexibility in resource use
5. Self-managing teams are pre requisite
6. Mutual support exists
7. Effective communication and staff engagement
8. Continuous training and development
9. Competitive and performance related pay
10. Peer Performance Review encouraged
17

Enterprise First Behaviours – Shell Example
• Leadership — Shared vision, focus, people, external mindset
• Accountability — Drive, discipline and delivery
• Teamwork — Capability, support and challenge
Human Motivation: Fundamentals
• Attention (positive, negative, none)
• Regard (approval)
• Control (total, some, none)
• Belonging (goal alignment)
Human Motivation: Attention and Regard
• A core element of human motivation is attention
• Show appreciation for both work and PERSON
• 'After a person’s own name, the most powerful words are ‘thank you’
18

Human Motivation: Control
• People are uncomfortable when there is no structure, nothing they can rely
on. Provide some predictability
• People are also uncomfortable with too much control. ‘Leave space for the
leadership of others’
Human Motivation: Belonging
• Most people want to work for a purpose larger than them. Thus belonging
is very important as a positive motivator, and not belonging is very
discouraging
• This makes it possible to emphasize team goals when there is reasonable
alignment with personal goals
• Sense of ownership only comes when we are convinced that our
contribution is a meaningful one. Only then we will be emotionally involved.
Human Motivation – Extrinsic vs. Intrinsic Motivation
Extrinsic:
• ‘Employee of the Month’
• Management incentive schemes
• Pay-for performance schemes
• Performance Appraisal linked to promotion and pay
Intrinsic:
• Achievement of knowledge, skills, personal growth or autonomy
• Achievement of self confidence or respect
• Satisfaction from helping others or being socially responsible
Intrinsic reward is in the activity itself or the ACHIEVEMENT of one’s GOAL.
Human Motivation – Fundamentals
19

Performance Factors
Abraham Maslow’s Hierarchy of Human Needs
• Need to Learn, Grow & Reach One’s Potential
• Need for Security & Social Interaction
• Need for Survival, Food & Shelter
‘Only if people feel substantially satisfied in both lower need satisfactions and
relative fairness, that they begin to focus on Learning and Growth’.
Business Objectives
Environment
Information Resources Incentives
75%
35% 26% 14%
Knowledge/skills Capacity Motivation
Individual 25%
11% 8% 6%
Performance and Development Criteria: CIPM Example
1. Performance
20

a. Quantity (i.e. Challenging enough) and Quality (i.e. minimum errors)
2. Competence
a. Competence is considered in relation to actual performance
3. Behaviour / Attitude
a. Ability to work with others / interpersonal skills
b. Integrity / Acts of misdemeanour
4. Potential
a. Creative and innovative thinking (new ways of working)
b. Leadership capability including relationship management
5. Diversity & Inclusiveness Check Factors
a. Ethnicity / Geographic spread
b. Gender
Performance Ranking and Rating: CIPM Example
A. Ranking
1. Sequentially ordered
2. Benchmarked around a Marker
3. Very Good
B. Rating based on performance levels
1. Excellent
2. Good
3. Poor
1. Excellent (High)
a. Outstanding
b. Excellent
c. Very Good
2. Good (Medium)
a. Satisfactory/ Meeting
b. Fairly Good
3. Poor (Low)
a. Marginal
b. Poor
c. Very Poor / Unacceptable
21

Staff Behaviour & Performance Feedback Matrix: CIPM Example
B
E
H
A
At
High
Standard
.C6.
..C5..
…B2..
..B1.
..B3.. .
..C4..
..B4.
..C3..
•..A3..
.A6.
.
.A9.
..B5.. .
.A2. •..A1..
.A4..
.A5.
A8. .A7.
V
..C2..
..C1..
I
O
R
Low
At
Standard
High
P E R F O R M A N C E
22

Service Delivery – Assessment Criteria
1. Transactional
• Level of ease in receiving product/ service (e.g. Payment mode)
2. Interpersonal
• Level of satisfaction in interfacing with service providers (e.g. Helpdesk /
customer service courtesy)
3. Intrinsic
• Level of satisfaction from the product/ service purchased and consumed
(i.e. Utility value derived)
Organisational Culture and Case Studies
• Definitions
• Components of Culture and its classification
• Samples of Organisation Culture
• Assessing Organisation Culture
• Measuring Organisational Climate
23

• Concept of Culture-Web
• Case Studies
Organisational Culture and Value – A Definition
• “Organisational or Corporateculture is the pattern of values, norms,
beliefs, attitudes and assumptions that may not have been articulated
but shape the ways in which people behave and things get done.
• Values refer to what is believed to be important about how people and
the organisation behave. Norms are the unwritten rules of behaviour.”
- Michael Armstrong
Organisational Culture and Value – A definition
• “The specific collection of values and norms that are shared by people
and groups in an organization and that control the way they interact
with each other and with stakeholders outside the organization."
• “Organizational Culture is not the same as Corporate Culture. It is a
wider and deeper concept, something that an organization 'is' rather
than what it 'has' (according to Buchanan and Huczynski).
• Corporate Culture is the total sum of the values, customs, traditions and
meanings that make a company unique. Corporate Culture is often
called "the character of an organization" since it embodies the vision of
the company’s founders. The values of a Corporate Culture influence the
ethical standards within a corporation, as well as managerial behaviour.
Culture – Components
• Values:
• Performance
• Competence
• Competitiveness
• Creativity / Innovation
• Quality
• Customer Service
24

• Teamwork
• Care and consideration for people
• Norms: unwritten rules and ways of doing things
• Artifacts: visible and tangible aspects of an organisation that people see,
hear or feel
• Leadership styles:
• Charismatic / Non-charismatic
• Autocratic / Democratic
• Enabler / Controller
• Transactional / Transformational
Culture - Classification
• Power-orientated – competitive, responsive to personality rather than
expertise
• People-orientated – consensual, management control rejected
• Task / Achievement-orientated - Focus on competency, dynamic;
influence is based on expertise; culture is adaptable and teamwork is
important.
• Achievement-orientated - Personal motivation and commitment are
stressed and action, excitement and impact are valued
• Role-orientated – focus on legality, legitimacy and bureaucracy
Charles Handy (1985) popularized the 1972 work of Roger Harrison of looking at culture which some scholars
have used to link organizational structure to organizational culture.
Culture Classification – Blame Culture
Characteristics
• Little trust
• Act in self interest
• Do not take many risks
• Little innovation
• Pay check driven
25

• Inefficient
• High level of fear
Culture Classification – Multi – Directional Culture
Characteristics:
• Little communication
• Cliquish
• Lots of gossip
• Criticize other departments
• Little cooperation
• No common vision
Culture Classification – Live and Let Live Culture
Characteristics:
• Complacency
• Mental Stagnation
• Low Creativity
• Average cooperation
• Average communication
• Little future vision
Culture Classification – Brand Congruent Culture
Characteristics:
• Believe in product
• Feel good about company
• Cooperation is good
• Similar goal in organisation
• Actively solve problems
• Passionate ambassadors
26

Culture Classification – Leadership Enriched Culture
Characteristics:
• Aligned with organisation
• Feel good about company
• Cooperation exceptional do what it takes
• Leadership at all levels
• Leaders develop leaders
• Low employee turnover
Culture – Strength and Weakness
Strong culture
• Staff respond to stimulus because of their alignment to organisational
values.
• Firms operate like well-oiled machines, cruising along with outstanding
execution and perhaps minor tweaking of existing procedures here and
there.
• People do things because they believe it is the right thing to do – there is
a risk of another phenomenon, Groupthink.
Weak Culture is where there is little alignment with organizational values and
control must be exercised through extensive procedures and bureaucracy.
** Innovative organizations need individuals who are prepared to challenge
the status quo—be it groupthink or bureaucracy, and also need procedures to
implement new ideas effectively.
27

Culture – Market-Centered (“Competitivity”)
Culture – People- Centered (“Caring”)
28

Culture – Assessment Factors
1. Humanistic-helpful
2. Affiliative
3. Approval
4. Conventional
5. Dependent
6. Avoidance
7. Oppositional
8. Power
9. Competitive
10. Competence / Perfectionist
11. Achievement
12. Self-actualisation
29

Culture – Measuring the Climate
1. Structure – feelings about constraints and freedom
2. Standards – importance of implicit and explicit goals and performance
standards
3. Responsibility – trusted to carry out important work
4. Risk – being able to take calculated risk or playing safe
5. Conflict – willingness to hear different opinions; getting problems out in
the open rather than ignoring them
6. Support – helpfulness of managers and co-workers
7. Warmth – existence of friendly and informal social groups
8. Identity – feeling of belonging to the organisation; being a valuable
member of the working team
Culture – Measurement Factors
• Structure
• Responsibility
• Risk
• Warmth
• Support
• Standards
• Conflict
• Identity
30

Culture-Web Concept (Ref. Vivion Cox)
Vivon Cox is a Senior Partner at iProCon HCM Ltd
Case Study 1: AFTSE 100 Companies before Global Economic Meltdown
31

Case Study 1: A FTSE 100 Company after New Leadership focused Culture
Shift
32

Case Study 1: A FTSE 100 Company before New Leadership focused Culture
Shift
33

Case Study 1: A FTSE 100 Company -Cultural Shift Plan
Case Study 2 - Home Depot ‘Undermining Culture’
34

Case Study 2 - Home Depot ‘Changing the Social Culture’
Why is Changing Culture Difficult
Why Transformation Efforts Fail
35

Culture Change: Web of Success Factors
Organisational Values and Leadership Attributes
1. Core Values
2. Management and Leadership
3. Leadership Attributes
36

Core Values in ITF
1. What are the espoused ITF Values
2. Name them …………….
3. How many of them are CORE
4. How many do you live / perceive everyday
5. Who are your Role Models for each core value
6. Do you need NEW values to succeed more
Core Values – Sample
1. Honesty
2. Integrity
3. Respect for people
4. Humility
37

Management and Leadership
1. 'Leadership is getting people to want to do what you see needs to get
done'
— Gen. Dwight D. Eisenhawer
2. 'Leadership is about doing the right things. It is about change'
— Dr. John Kotter, HarvardBusinessSchool
3. 'Management is about doing things right. It is about efficient use of
existing
resources.'
— Dr. John Kotter, HarvardBusinessSchool
Leadership Attributes
1. Vision
a. Direction setting
b. Builds shared vision
2. Listening
a. Active – words and music of the words
b. Commits 70% of own time, 20% clarifying & 10% doing
3. Supports and Challenges, Followers and Peers
4. Honesty / Integrity / Trustworthy
5. Humility / Respect for People
38

Conclusion
1. Critical Organisational Imperatives
• Standards, Structure, Accountability and Strategic Alignment
• Competence and Professionalism
• Performance Management and Development
• Competitive Compensation
2. Change Management for the Right Culture
• Employee Value Proposition
• Stakeholder mapping and periodic staff engagement
• Communication plan
3. Service Mentality
• Feedback - Listen to customers / stakeholders and improve
39

4. Core Values
• Lead by good example and promote excellent role models
• Create space for the leadership of others via mentoring
• Celebrate small successes as a learning organisation
40

References
1. Arthur F Carmazzi, Corporate Culture Evolution
2. John P Kotter, Leading Change: Why Transformation Efforts Fail, Harvard
Business Review (2007)
3. Michael Armstrong, A Handbook of Human Resource Management
Practice, (2006)
4. R. Charan, Home Depots blueprint for Culture Change, Harvard Business
Review, (April 2006).
41

HIGHLIGHTS OF OUTCOME
43 rd HRD Seminar and Study on Organisational Culture and Core
Values in the Industrial Training Fund (ITF)
Consultancy, Research and Information Technology Department
What is Your Impression
What is happening
This
ground ‘s
hardly
Is there a
problem
Then, it
42
Well,
yeaah!
You
Yeah, of
course,
the
Well,

Good Is the Enemy of Great”
• First who….Then what. Expected New Vision and Strategy. Found They
First Got The Right People On The Bus, The Wrong People Off The Bus,
The Right People In the Right Seats; Then They Figured Out Where To
Drive It. People Are the Most Important Assets, Turns out To Be Wrong.
People Are Not Most Important Assets.
The Right People Are!!!
“Good to Great” by Jim Collins
Introduction
• Every organisationis unique and this can be identified by some innate
characteristics.
• These manifest in the form of employee’s behaviour, norms, rules,
beliefs which serve as the soul of the organisation.
• The effect of these makes a group of people to work in tandem towards
the achievement of set objectives.
Man is the custodian of the intangible attributes of Organisational Culture and
Core Values and is, therefore, considered as the greatest asset for achievement
of corporate goals.
43

What Is Organisational Culture
It can be described as consisting of unwritten beliefs, reward systems, ethics
and behaviours that determine how people within an organisation react and
behave, both towards their internal and external clients.
Core Values
Core Values are those guiding principles that determine how an organisation
operates. How it deals with customers, how products are manufactured and
services provided how employees are treated and how the organisation
contributes to the community or the environment.
44

Functions of Organisational Culture and Core Values
Organisational Culture and Core Values serve the following purposes:
• Enable an organisation to be adaptable and flexible
• Provide a sense of commitment for employers and employees
• Attribute sense and meaning to organisational events, and
reinforces the values in the organisation
• Serve as a control mechanism for shaping behaviour
• Help Organisations to reach strategic goals
• Define the boundary between one organisation and another
• Convey a sense of identity for members
Facilitate the generation of a commitment to something larger than self
interest.
Improved
Performance
&
Employee
Satisfaction &
Commitment
OUTCOME
Of a desirable Culture
Enhanced
Communicatio
n
Reduced
Workplace
Conflict
Improved
Quality &
OH&S
Innovative
Design and
Thinking
45

Who WeAre
The Industrial Training Fund is a Training and Skills Development Agency
established by Decree 47 of 8 th October, 1971, CAP 19 Law of the Federation of
1990 to “promote and encourage skills acquisition in industry and commerce
with a view to generating a pool indigenous manpower sufficient to meet the
needs of the economy”.
It was the first of the three Manpower Training and Development Agencies
created by the Federal Government during the Second National Development
Plan period (1970-1974). The other two are;
1. The Council for Management Development (CMD), and
2. The Administrative Staff College of Nigeria (ASCON).
46

Our Vision
To be the foremost Skills Training and Development Organisation in Nigeria and
one of the best in the world.
Our Mission
47

To set and regulate training standards and offer direct training intervention in
Industrial and Commercial Skills Training and Development, using a corps of
highly competent professional staff, modern techniques and technology.
Our Structure
Ministry of Commerce &
Industry
Governing Council
Directorate
Admin.&
HR Dept.
Finance &
Accounts
Dept.
BTD Dept.
ITD Dept.
Field
Services
Dept.
CRIT Dept.
Public
Relations
Unit
Internal
Audit Unit
Skills
Training
Centers
Legal &
Council
Affairs
48

What We Do (Our Mandate)
Functions of the Fund include the following:
• Encouraging greater involvement of employers in developing and
organising training programmes and establishment of facilities for
training, including Group Training Schemes and Centres in all areas of
economic activity
• Building training facilities of its own, in identified areas of the nation’s
needs
• Engendering training consciousness in employers of Labour
• Providing Nigerians with sufficient highly Skilled Labour force
• Establishing training facilities in identified areas of National interest in
form of Area Officesand Skills Centres
• Organising Research and studies into training as a support to other
activities of the Fund
• Establishing a uniform National Vocational Apprenticeship Training
Scheme in the Country
• Harmonising of non-formal Training Programmes with the curricula of
formal educational Institutions
• Bearing a proportion of the direct cost of On-the-job and Off-the-job
training of Nigerian employees
• Providing Students of tertiary Institution with practical Skills through the
Student Industrial Work Experience Scheme (SIWES)
Management Efforts at Transforming the Existing Organisational Culture and
Values in the Industrial Training Fund
49

Against the backdrop of an increase in negative attitude and disposition of Staff
to work, in spite of all efforts to provide a conducive work environment,
Management of the Industrial Training Fund decided to take a closer look at
the role of Culture and Core Values as an integrating and unifying “driver”
within the organization. This became necessary due to the indulgence of Staff
in vices which are detrimental to the existence and image of the Fund. Some of
which include:
• Rumour mongering;
• Black mail;
• Care free attitude to work;
• Managers and Supervising Officers not leading by example;
• Sharp Practices and collusion with clients and at times, competitors, to
defraud the Fund;
• Petition by some disgruntled elements within the system, most of which
were based on outright falsehood, mischief, or ignorance.
In addressing these vices within the system and to improve the image of the
Fund, the Management in 2009, approved and organized the 43 rd HRD Seminar
titled “Organisational Culture and Core Values: Imperatives for Excellent
Service Delivery in the ITF” in Lagos, Kaduna and Jos, respectively.
The Seminar identified certain practices that should be sustained, promoted or
discouraged in the ITF. These variables were corroborated by the result of the
Research study on Organisational Culture in the ITF conducted in November,
2009. The study identified certain attributes in the preferred cultural traits that
are in line with practices that should be sustained, promoted or discouraged.
Practices to be Sustained
The following were identified as practices that are to be sustained:
• Dedication to duty
50

• Punctuality to work
• Prompt payment of salaries
• Re-branding process
• Quality service
• Network Radio/TV advertisement
• Development and Implementation of Training programmes
• Needs Assessment
• Promoting Skills acquisition, SME and Technical Skills Training
• Cordial Relationship
Practices that Should be Promoted
The following were identified as practices that should be promoted:
– Innovation and Creativity
– Recognition and Reward for exemplary character and performance
– Effective use of APER
– Staff welfare
– Succession planning
– Mentoring and Coaching
– Standardisation of operations and processes in the Area Offices
– Dress Code
– Leadership Training
– Team work
– Respect for sincerity and Fairness
Practices that Should be Discouraged
The following were identified as practices that should be discouraged:
– Disregard for seniority in making appointments
– Unfair posting
– Disparity in Duty Tour Allowance between Centres/Area Offices and
Headquarters
51

– Petition writing/Rumour mongering
– Personalising Funds’ Resources
– Blame culture
– Unhealthy rivalry and competition
– Favouritism
– Violation of Civil Service Rules and Guidelines
rd.
• As a follow up to the 43 HRD Seminar series, a study on Organisational
Culture in the ITF was conducted in November, 2009. Findings of the study
corroborated the outcome of the 43 HRD Seminar Series.
• These efforts were aimed at shaping the attitude and disposition of staff for
optimum performance in discharging the Fund’s mandate.
• This is to enable staff adopt appropriate attitude and behaviour by placing
great emphasis and concern for customers satisfaction, quality of service,
respect for individual, initiative, honesty, integrity and continuous
improvement.
rd.
Team
Work
Professionalism
&
Creativity
Commitment Loyalty Integrity
Efficiency
52
C O R E V A L U E S

What Is Commitment
• "...The basic philosophy, spirit, and drive of an organization have far more to
do with its relative achievements than do technological or economic
resources, organizational structure, innovation, and timing. All these things
weigh heavily in success. But they are, I think, transcended by how strongly
the people in the organization believe in its basic precepts and how
faithfully they carry them out." (From Thomas J. Watson, Jr., A Business And
Its Beliefs - The Ideas That Helped Build IBM).
– Commitment ignites action. To commit is to pledge you to a certain
purpose or line of conduct. It also means practicing your beliefs
consistently.
• There are two fundamental conditions for commitment.
– Having a sound set of beliefs; "Stand for something or you'll fall for
anything."
– Adherence to those beliefs with your behaviour.
• Possibly the best description of commitment is "persistence with a
purpose".
• Commitment is usually grounded in beliefs such as;
– "The best product money can buy", or
– “The highest possible customer service".
53

Where and how to Practice Commitment
• Where to practice Commitment:
– Values, Principles and Beliefs
– Leadership, Sharing, Improving
– Customers, Results, Employees and the Organisation
• How to practice Commitment:
– Supporting
– Improving
When to Practice Commitment
• "...a captain earns his reputation during the storms." Epicurus
• Commitment is most difficult and most readily proven during tough times.
– Fortunately, paying the price that Commitment commands has payoffs
worth the cost - a reputation for integrity and, even more important, the
commitment of others in return.
• Commitment is a two-way street. You only get it if you are willing to give
it.
What is Loyalty
• “The willingness to make an investment or personal sacrifice to strengthen a
relationship.” Fred Reich held, The Loyalty Effect.
• Loyalty is "the heart of all the virtues, the central duty amongst all the
duties…. It is the willing, practical and thorough going devotion of a person
to a cause". Josiah Royce, the Philosophy of Loyalty.
Loyalty should be to a Cause with Devotion
• The cause has to be an objective one;
– It cannot be one's personal self.
– It is something external to ones-self that one looks outward to the world
to find, and that cannot be found within.
– It concerns not one's own person, but other people.
• The devotion is active;
54

– A surrendering of one's self-will to the cause that one loves.
Loyalty is Social, Willful and Practiced
It is social;
– Loyalty to a cause unites the many fellow-servants of
that cause, binding them together in their service.
– “The greater the loyalty of a group toward the group,
the greater is the motivation among the members to
achieve the goals of the group, and the greater the
probability that the group will achieve its goals.”
RensisLikert
• Loyalty is "willing and practical and thoroughgoing";
– Loyalty is willing in that it is freely given, not coerced.
– It is chosen after personal consideration, not something
that one is born into. Loyalty is practical in that it is
practiced.
– It is actively engaged upon, not passively expressed
merely as a strong feeling about something.
– Loyalty is thoroughgoing in that it is not merely a casual
interest but a wholehearted commitment to a cause.
Richard P. Mullin.
• “Lack of loyalty is one of the major causes of failure in every walk of
life”. Napoleon Hill
What is Integrity
• Integrity is a concept of consistency of actions, values, methods,
measures, principles, expectations and outcomes.
– It is regarded as the quality of having an intuitive sense of honesty
and truthfulness in regard to the motivations for one's actions.
– Integrity can be regarded as the opposite of hypocrisy.
• Integrity is the inner sense of "wholeness" deriving from qualities such
as honesty and consistency of character.
55

– One may judge that others "have integrity" to the extent that one
judges whether they behave according to the values, beliefs and
principles they claim to hold.
• Integrity is the quality of having high moral principles, being reliable and
trustworthy.
– It is also being sincere and being trustworthy. Nothing can
guarantee social stability and confidence among people like
honesty.
– It is considered one of the basic foundations on which societies
are built.
– The moment it disappears, distrust and lack of cooperation take
it's place in the heart of people.
Accounts of Integrity
• A number of accounts have been advanced, the most important of them
being:
– Integrity as the integration of self (strength of will);
– Integrity as maintenance of identity (holding steadfastly to
commitments or promises);
– Integrity as standing for something (standing up for one’s best
judgment within a community of people trying to discover what is
worth doing);
– Integrity as moral purpose (dedication to the pursuit of a moral life
and intellectual responsibility in seeking to understand the
demands of such a life); and
– Integrity as a virtue (relative to what is considered good or
positive).
Remember …
• INTEGRITY is demonstrated by people who do the right thing, no matter
what the circumstances may be.
• Say, I Will:
– Do the right thing, even if it isn’t going to be easy for me or for
others.
– Make sure there is no difference between what I say and what I
do.
56

• Say, I will
– Be consistent and true to my heart.
What is Efficiency
• The ratio of the output to the input of any system.
• Skilfulness in avoiding wasted time and effort
• “Making the best use of the resources available for the provision of
public services.” Gershon.
Economic Efficiency
• Economic efficiency refers to the use of resources so as to maximize the
production of goods and services.
• An economic system is said to be more efficient than another (in relative
terms) if it can provide more goods and services for society without
using more resources.
• In absolute terms, a situation can be called economically efficient if:
– No one can be made better off without making someone else
worse off.
– No additional output can be obtained without increasing the
amount of inputs.
– Production proceeds at the lowest possible per-unit cost.
Types of Efficiencies
• Cashable efficiencies
– Cashable gains are those that transparently release resources that
can be reallocated elsewhere, e.g. reductions in expenditure
achieved or staff time gained through smarter working methods
• Non-cashable efficiencies
– Non-cashable gains are those that lead to increased quality or
quantity of service outputs, e.g. enhanced support provided or
measures implemented leading to improved service user
satisfaction or
fewer defects or errors
How to Improve Efficiency
• Reducing inputs
– Reducing consumables or consumable costs
57

– Reducing staffing or staffing costs
• Increasing outputs
– Improved systems and processes
– Working smarter
– Working with greater focus
• Improving outcomes
– Improved systems and processes for service delivery (i.e. changing
what people do)
– Improving the skills of staff (i.e. changing how they do things)
(Team-Oriented Environment) Teamwork
• In a team-oriented environment, you contribute to the overall success of
the organization. You work with fellow members of the organization to
produce these results. Even though you have a specific job function and
you belong to a specific department, you are unified with other
organization members to accomplish the overall objectives. The bigger
picture drives your actions; your function exists to serve the bigger
picture.
• “Teamwork is the capability to comprehend and recognize the diverse
(and complementary) strengths and abilities in a group setting and then
applying them (cooperatively and harmoniously) to one final solution”.
Dr.Gregatti and Dr.Sirois
Creating a Culture of Teamwork
• Create a work culture that values collaboration.
– People need to understand and believe that thinking, planning,
decisions and actions are better when done cooperatively.
– People need to recognize, and assimilate, the belief that “none of
us is as good as all of us.”
– Executive leaders need to communicate the clear expectation that
teamwork and collaboration are expected.
• No one should completely own a work area or process all by
himself.
58

• People who own work processes and positions should be
open and receptive to ideas and input from others on the
team.
• Executives need to model teamwork in their interaction with each other
and the rest of the organization.
– They need to maintain teamwork even when things are going
wrong and the temptation is to slip back into former team
unfriendly behaviour.
Creating a Culture of Teamwork
• The organization members talk about and identify the value of a
teamwork culture.
– If values are formally written and shared, teamwork should be one
of the key five or six.
• Teamwork is rewarded and recognized.
– The lone ranger, even if he/she is an excellent performer, need to
be valued less than the person who achieves results with others in
teamwork.
– Compensation, bonuses, and rewards need to be based on
collaborative practices as much as individual contribution and
achievement.
• Important stories and folklore that people discuss within the company
emphasize teamwork.
– Remember positive incidences that stand out.
• The performance management system places emphasis and value on
teamwork.
– 360 degree feedback to be integrated within the system.
Measuring the Quality of Teamwork
• The quality of teamwork may be measured by analysing the
effectiveness of the collaboration in the following ways:
– Communication
– Coordination
59

– Balance of contributions
– Mutual support
– Effort
– Cohesion
What is Professionalism and Creativity
• Professionalism is the expertness characteristic of a professional person.
It entails acting appropriately and in a manner that is acceptable and
careful. It is completing your tasks and responsibilities on time.
• It is......
– Having pride in yourself and being confident in your abilities.
– Doing your best and being your best.
– Achieving your full potential.
– Being on time no matter what.
– Dressing for the job.
Who A Professional is …
• A good role model for others including, their behaviour, attitude and
relationships
• Good Time Keepers - always in before time, uses time well
• Dresses appropriately for the role
• Speaks in a way which is appropriate to each different audience without
being patronising or putting people down.
• Knowledgeable about the job, organization, etc.
• Good with people
• Communicates effectively, whatever the circumstances - actively listens
• Manages their time well
• Works well under pressure
• Fulfils deadlines
• Prioritises effectively - Is prepared to put in the time and effort to get
things done, but also manages to have a reasonable work life balance
• Is accountable and takes responsibility for what they do and say, and for
what they leave undone
What is Creativity
• “Creativity is defined as the tendency to generate or recognize ideas,
alternatives, or possibilities that may be useful in solving problems,
60

communicating with others, and entertaining ourselves and others.
Robert E. Franken, Human Motivation, 3rd ed.
• “Creativity is any act, idea, or product that changes an existing domain,
or that transforms an existing domain into a new one...What counts is
whether the novelty he or she produces is accepted for inclusion in the
domain." MihalyCsikszentmihalyi, Creativity - Flow and the Psychology of
Discovery and Invention
Characteristics of Creative People
• Have a great deal of energy, but they are also often quiet and at rest.
• Tend to be smart, yet also naive at the same time.
• Have a combination of playfulness and discipline, or responsibility and
irresponsibility.
• Alternate between imagination and fantasy ant one end, and rooted
sense of reality at the other.
• Seem to harbour opposite tendencies on the continuum between
extroversion and introversion.
• Are also remarkable humble and proud at the same time.
• To a certain extent escape rigid gender role stereotyping and have a
tendency toward androgyny.
• Are generally thought to be rebellious and independent.
• Are very passionate about their work, yet they can be extremely
objective about it as well.
• Their openness and sensitivity often exposes them to suffering pain yet
also a great deal of enjoyment.
What Motivates Creativity
• Three reasons why people are motivated to be creative:
– Need for novel, varied, and complex stimulation
– Need to communicate ideas and values
– Need to solve problems
How to be Creative
• In order to be creative, you need to be able to;
– View things in new ways or from a different perspective.
– Generate new possibilities or new alternatives.
– Generate not only several, but also unique alternatives.
61

– Flexible, tolerant of ambiguity or unpredictability, and enjoy things
heretofore unknown.
HELPFUL TIPS
• Do not engage in outside activity that would discredit our organisation.
• Do not use your position to influence public or private decisions that
would benefit you or your family at the expense of the Fund. Remember,
you are a public employee and in a position of public trust.
• Continually increase your knowledge and skills.
• Do not let your life be driven by the desire for immediate gratification.
HELPFUL TIPS CONTINUE…
• Learn to distinguish between right and wrong but when in doubt, ask an
experienced or trusted colleague.
• Make sure your values are in harmony with those of the employer.
• Good corporate citizen consistently make ethical decision in the best
interest of employees, customers, stakeholder and the community.
CONCLUSION
It is believed that when our Organisational Culture is upheld and staff imbibe
the Core Values, there will be higher level of individual and organisational
performance since actions and inter-relationships will create favourable and
conducive work environment.
What Type of ITF Bone Are You
“Knee
Bones”
62
“Head
Bones”
“Back
Bones”
“Butt
Bones”
“Tarsal

The human skeleton shows the different parts of the human body. Each part
carries out specific functions.Eventhough it appears that some functions seem
more important than others, yet contributions of the different parts are still
required and vital to the general well-being of man. The same is true ofstaff in
an Organisation. Each plays different roles with some really having more
important roles than others. Yet,each has a part to play and together in a team
spirit they all contribute towards achievement of Organisationalgoals.
CORE VALUES:
• Commitment
• Loyalty
• Integrity
• Efficiency
• Teamwork
• Professionalism & Creativity
QUESTIONS
OBSERVATIONS
63

COMMENTS
COMMUNIQUE
43 RD Human Resource Development Seminar Series
1:0 Preamble
The 43 rd Human Resource Development Seminar held in three locations viz:
Jos, Kaduna and Lagos, with the theme: “Organisational Culture and Core
Values: Imperatives for Excellent Service Delivery”.
The theme addressed the challenges of Work Ethics and Core Values and their
impact on performance of Staff in the ITF. At the three locations, a talk was
presented by MallamRabiu Musa, the then CEO of Chartered Institute of
Personnel Management (CIPM) of Nigeria.
The Seminars were declared open by the Director-General of the Industrial
Training Fund, Prof. Longmas S. Wapmuk with Management members in
attendance. A total of 412 Senior Officers on CONTISS 9 and above in the 29
Area Offices and 3 Training Centres of the ITF participated in the Seminars.
2.0 Presentation and Deliberation
Following each talk at the various locations, a session was dedicated to
questions and answers. This was followed by Syndicate sessions where
64

participants highlighted issues and challenges raised in the presentation as
they affected the ITF.
On the basis of the foregoing, Resolutions were reached to address issues and
challenges highlighted by the Seminar that impede effective Service Delivery in
the ITF. The Resolutions centred around the following:
2.1 Types of Organisations
The Seminar identified six types of organisational structuresviz Line and
Staff,Divisionalised, Decentralised, Matrix, Flexible and Process-basedand
observed that the Industrial Training Fund operates both “divisionalised” and
“decentralised” structures. Such structuresare characterised by inefficiency in
decision making and lack of uniformity in terms of standards of performance
and provision of feedback. In order to ensure that a process-based structure is
adopted, it was observed that there was the need for structural realignment of
the administrative processes in the ITF.
The Seminar, therefore, resolved that elements of the new ITF structure be
replicated and made functional at the Area Office level while the proposed
Skills Training Centres should be integrated into existing Area Office structure.
2.2 Characteristics of People
The Seminar identified six characteristics of people(Individual Differences,
Attitudes, Influences,Attribution, Orientation and Roles) that affect their job
performances. Consequently, people work differently as they are products of
different backgrounds.
The Seminar resolved that, in the process of evolving an acceptable
Organisational Culture, the following measures should be considered:
65

2.2.1 Individual differences should be taken into consideration while standard of
behaviour is properly spelt out as guide for all staff.
2.2.2 A Guidance and Counselling Unit should be incorporated in the ITF Structure.
2.2.3 Orientation and Reorientation Programmes should be periodically held.
2.2.4 The Career Path should be faithfully implemented.
2.2.5 ITF Core Values should be identified and enshrined in individual job roles.
2.3 Organisational Commitment
The Seminar identified three factors that affect staff commitment to the
Organisation. It was observed that most staff have strong desire to be
members of the Organisation with an equally strong belief in the Goals and
Values of the Organization. This is exhibited in the readiness to exert maximum
effort in discharging their duties and responsibilities.
It was, therefore, resolved that in order to sustain and strengthen staff
commitment to the Organization, the following should be applied:
2.3.1 Periodic Job Auditing
2.3.2 Clarification of Performance Targets
2.3.3 Periodic Performance Management and Appraisal
2.3.4 Consideration of the Mental and Psychological needs of staff during
deployment.
2.3.5 Utilization of appropriate rewards and incentives to elicit greater performances
from staff.
66

2.4 Organisational Engagement
The Seminar affirmed that Organisational Engagement operates at four Energy
Levels. These are the Physical, Emotional, Psychological and the Spiritual
levels.
It was also observed that there is the need to combine and align the various
energy levels with the mandate of the Fund. To achieve this, emphasis should
be placed on the emotional energy, which should be used as a platform for
harnessing the other three energy levels.
2.5 ITF Core Values
In recognition of the critical role of Core Values in shaping the Culture and
Orientation of staff in any organization, the Seminar identified the following as
dominant Values in the ITF:
2.5.1 Loyalty and Commitment
2.5.2 Honesty
2.5.3 Hard work
2.5.4 Team work
2.5.5 Respect for Clients
It was observed that these Values ought to be exhibited daily. However, the
Seminar noted that staff face daily challenges of living and working in
accordance with identified Values.
It was, therefore, resolved that appropriate awareness and enlightenment
programmes should be conducted regularly, to sensitise staff and also to
reinforce the identified Values.
2.6 Enterprise First Behaviour
67

The Seminar indicated that Enterprise First Behaviour is typified by Leadership,
Accountability and Team Work. It was noted that as a critical success factor in
organisations, Leadership is driven by Shared Vision, Focus on People and a
Selfless Mind Set.
It was observed that the ITF is endowed with good leaders, even though some
are autocratic, particularly at the Area Office level. The Seminar further noted
that the leadership and staff have not bought into the Vision and Mission
Statements of the Fund. This is caused by the absence of appropriate
mechanisms for disseminating the Vision and Mission Statements.
It was also observed that there are no defined patterns for Succession
Planning, Coaching, Mentoring and Counselling. Consequently, staff are
demoralised by practices such as inappropriate posting, godfatherism and
marginalisation.
The Seminar resolved that in order to address these challenges, the following
measures should be considered for adoption:
2.6.1 Specification and strict application of prescribed criteria for appointment into
leadership positions
2.6.2 Emphasis on experience, competence and development of staff at middle level
management in preparation for top management positions.
2.6.3 Development and application of appropriate guidelines to facilitate
Succession Planning, Coaching, Mentoring and Counselling
2.6.4 Rephrasing of the Vision and Mission Statements for ease of memorization and
recitation.
68

2.7 Accountability
The Seminar identified three attributes for engendering accountability. These
are Drive, Discipline and Decency. It was subsequently observed that the
prevailing laissez-faire attitude in the Fund, in combination with a weak
monitoring system, has contributed to a very low level of accountability.
The Seminar, therefore, resolved that emphasis should be placed on
commitment to the job and accountability at all levels. In this regard, an
effective monitoring system should be put in place, while the 360 degree
feedback system should be adopted in determining promotion, reward and
recognition.
2.8 Team Work
The Seminar identified Capability, Support and Challenge as necessary
requirements for engendering and driving Team Work. However, it was
observed that a low level of Team Spirit is prevalent among staff of the Fund.
This is manifested in duplication of activities and unhealthy rivalry/
competition amongst Departments, Principal Officers and Area Offices.
In order to address these challenges, the Seminar resolved that the operational
process in the Fund should be reviewed to foster Team Spirit. Therefore,
activities and functions of the various arms of the Fund such as Departments,
Divisions, Units, Sections, Training Centres and Area Offices should be
complementary. This should be done through the promotion of specialization
by officers and development of partnerships by operational organs.
2.9 Motivation
69

Attention, Regard, Control and Belongingness were identified by the Seminar
as fundamental requirements for Human Motivation. It was observed that the
efforts of Management in promoting these attributes were laudable and this
has led to staff having high sense of belonging in the Organisation.
However, the Seminar noted that there were some challenges in the
administration of the Staff Development Policy of the Fund. It appeared that
some staff are favoured to the detriment of others who equally deserve such
opportunities. Particular individuals seem to be the ones always invited to
attend Training Programmes.
In order to address the perceived lop-sidedness in the administration of the
Staff Development Policy and give all workers proper sense of belonging, it was
resolved that functional Career Path be designed. This should serve as the
basis for addressing individual training needs which must be aligned with job
requirements.
2.10 Assessment Criteria for Service Delivery
The Seminar identified three levels for assessing Service Delivery. These are at
the Transactional, Interpersonal and Intrinsic Levels.
At the Transactional Level, the Seminar observed that Clients and Stakeholders
were complaining about the quality of Customer / Service Delivery. At the
Interpersonal Level, it was observed that the relationship between staff and
clients is not very warm and cordial. At the intrinsic level, it was observed that
there is low job satisfaction due to the unchallenging job requirements. For
example, Training programmes and other activities are repetitive and
monotonous.
70

To address these challenges, the Seminar resolved that the annual brochure of
ITF Training Programmes should be compressed into a compact easy to read
document which should be produced and distributed on time.
Secondly, deliberate efforts should be made to improve on Customer Service
to ensure Excellent Service Delivery through sensitisation and enlightenment
programmes for all staff. These will assist to promote and sustain good
interpersonal relationship at the three levels of assessment.
Thirdly, a deliberate Policy should be introduced specifying that Needs Analysis
or Diagnostic Studies be conducted before the application of performance
improvement measures, particularly, implementation of any Training
Programme. Finally all ITF Training Programmes should be reviewed and
harmonised.
2.11 Practices to be Sustained, Promoted or Discontinued
The following were identified as practices that are to be sustained:
2.11.1Dedication to duty
2.11.2 Punctuality to work
2.11.3Prompt payment of salaries
2.11.4Re-branding process
2.11.5Development of Tailor- made Training Programmes
2.11.6Promoting Skills acquisition
71

2.12 Practices to be Promoted
2.12.1The following were identified as practices that should be promoted:
2.12.2Innovation and Creativity
2.12.3Recognition and Reward 0f Exemplary Character and Performance
2.12.4 Effective use of APER
2.12.5 Staff Welfare
2.12.6 Succession Planning
2.12.7 Mentoring and Coaching
2.12.8 Standardisation of Operations and Processes in Area Offices
2.12.9 Dress Code
2.12.10 Leadership Training
2.12.11Team Work
2.12.12 Respect for Sincerity and Fairness
2.13 Practices to be Discontinued
The following were identified as practices that should be discouraged:
2.13.1Disregard for seniority in making appointments.
2.13.2 Unfair posting
2.13.3 Disparity in Duty Tour Allowance between Area Offices and Headquarters
2.13.4 Petition writing
2.13.6 Rumour mongering
2.13.6 Personalising Funds’ resource
72

2.13.7 Blame culture
2.13.8 Unhealthy rivalry and competition
2.13.9 Favouritism
2.13.10 Violation of Civil Service Rules and Guidelines
3.0 Conclusion
In the light of deliberations at the 43 rd HRD Seminar, it is apparent that the
prevailing Organizational Culture and Values in the ITF must be realigned to
enable the Fund actualize its mandate. Those issues and challenges highlighted
by the Seminar are indicators of the fundamental role of Organizational Culture
and Dominant Values in the successful operations of any organization.
Serious thought must, therefore, be given to the Resolutions of the Seminar as
solution to the challenges presently confronting the Fund. The extent to which
these measures are implemented will determine the entrenchment of a desirable
Organizational Culture that can promote and sustain Excellent Service Delivery as
a way of life and how things are done in the ITF.
73

SEMINAR OFFICIALS
Seminar Chairman: ……………………………………….. Prof. LongmasWapmuk
Chairman HRD Seminar Series……………………….
Seminar Co-ordinator……………………………………..
Seminar Secretary…………………………………………..
Seminar Chief Rapporteur……………………………….
S.AyoAlabi
Abiodun O. Solesi
Abel Okwori
GamboNiemogha
Seminar Technical Team Leader………………………… Hakeem Ayinde
Seminar Secretarial Team Leader………………………
Rita C.Dung (Mrs.)
75

EDITORIAL COMMITTEE
S. Ayo Alabi Chairman
A. O. Solesi Member
G. Niemogha “
A. O. Okwori “
K. S. Alakija “
Dr. (Mrs.) AdaobiArinze ‘’
J. S. A. Goyol (Mrs.) Secretary
77