Our values statement:
Our Value statement declarations are about how our organization wants to value their customers, suppliers and to be valued within their own internal and external business community. These value statements explicitly define how people will behave with each other within and outside our organization.
Merely satisfying customers will not be enough for LoyaltyHR to earn their loyalty. Instead, they must experience exceptional service worthy of their repeat business and referral. LoyaltyHR Understand the factors that drive this customer focused need for excellence.
Respect for our company is very important to us, we work to attain this by a constant focus upon the following areas.
- – Strong management
- – Sound business strategy
- – Ethical business practices
- – Competitive edge
- – Revenue and profit growth
Trust is the single most powerful factor driving client relationship effectiveness – including business development effectiveness. When our clients trust us, they take our advice. They open up to us, and collaborate with us. Both parties benefit from this unique relationship – in financial, operational and personal terms. Trust is the one truly sustainable competitive advantage in business, yet all too often it is overlooked, ignored or misunderstood.
HR practitioners are increasingly required to understand how to strategically manage human resources in line with an organisation’s intended future direction. Here at LoyaltyHR you’ll find information, expertise and resources on strategic human resource management and how it differs from HR strategy, HR’s role in business partnerships, how to develop good-practice principles for the HR profession, and how HR can contribute to business performance.
We define flexibility in our business as the ability for our company to make whatever internal changes are necessary to respond effectively to the changing outward environment and our clients needs, as quickly as possible.
Running a business that takes pride in being ethical and socially responsible is a challenge, and many companies end up cutting more than a few corners in the name of profit. If you dig deeper into those companies, you’ll probably find that honesty isn’t prized as an important characteristic. However, it’s nearly impossible for a business to build trust if honesty isn’t a guiding principle in how that company handles every aspect of its work process. In business, honesty isn’t only about doing things the right away, it’s also about expressing the values in which a company is founded.
In order to drive better business results, leaders must help their teams to communicate early and often by promoting a culture that emphasizes collaboration and honesty. Rather than shy away from potential sources of conflict, effective leaders identify them early and take proactive steps to address the situation to bring about a positive and productive resolution. By establishing a true open door policy that allows employees to voice their concerns easily, leaders can address problems before they can negatively impact the team’s performance and focus on improving processes.
Trust is the doorway to successful relationships while value creation is the glue that leads to commitment. Commitment ensures a future for the relationship. To assess customer commitment, we need to collect feedback to measure the level of trust our customers feel and to gauge our perceived value to them.
Accountability. The obligation of our organization to account for its activities, accept responsibility for them, and to disclose the results in a transparent manner. It’s easy to emphasize accountability with your team, but not so easy to tell them how to be accountable. It’s even harder to make them want to be accountable — especially since many business leaders forget they are the role model for accountability, and they don’t audit their own actions to make sure they always practice what they preach. We have a high degree of expertise in understanding the difference between responsibility (which can be delegated) and accountability (which cannot be delegated). We apply these values within our organisation and try to avoid the spiral of a blame culture which is counter productive in terms of business performance.