© Matej Meza / Universität Bremen
The Value(s) of Working Together
An explanation of the Core Values Compass for University Employees in Administration and Operations
Which core values should be the guiding principles for collaborative work at the University of Bremen? A project group led by Director of Finance and Administration Frauke Meyer has been evaluating this question since May of 2024. The result of their work is the Core Values Compass – a collection of eleven values for working together at the University of Bremen. up2date. answers important questions about these values.
What is its purpose of the Core Values Compass and for whom is it intended?
“Working together always is based on values, inner convictions, and guiding principles, but most of the time these go unspoken,” says Frauke Meyer. The Core Values Compass intends to clarify the values that are often assumed but not explicitly stated and provide the framework for discussions about these; particularly given the manner in which teamwork has changed due to remote work and other new work forms.
A project group consisting of six senior managers from the administrative departments, administrative units, the central administration, gender equality commissioner, the heads of the Staff Council and Human Resources Development unit, and Frauke Meyer as project leader, designed the Core Values Compass. An external coach, Dr. Björn Fiedler, was also part of the team. The Core Values Compass is geared towards employees in administration and operations.
How was the Core Values Compass developed?
The project team first made a list of 26 values, which are based on the university’s mission statement. In September 2024, employees were asked to select the values that are of most importance to them in working with colleagues as well as in their interactions with supervisors. 584 people completed the survey in full. “Our project team discovered ten values that were selected by more than 50 percent of those surveyed,” says Alexandra Baumkötter, Human Resource Development employee and Core Values Compass project coordinator. Some of the values that were similar were then combined. The result is that the final Core Values Compass consists of eight values for working together with colleagues: takes initiative, team-focused, fair, reliable, supportive, solution-focused, self-reflective, and appreciative.
The survey showed that many of those who responded find the same values important in their interactions with supervisors. However, there were additional values that were deemed important here, and of those, three that also received the most votes. These additional values, which are primarily directed at supervisors, are loyal, guiding, and transparent.
© Universität Bremen
What does the Core Values Compass look like?
The Core Values Compass is available here as a brochure to download, and defines the eleven selected values in more detail. “These definitions were thoroughly discussed in the project group,” reports Alexandra Baumkötter. The central idea in our discussions was the notion that each of these values can be viewed as the golden mean or balance point between the extremes “too much” and “not enough.” For example, with the value “team-focused.” A team-focused employee encourages joint decisions and is able to change their perspective. Those who are not team-focused enough fail to consider others in their actions and tend to regularly place their own needs and interests above those of others. On the other extreme are those who are excessively team-focused, whose deference to others’ needs and wishes comes at the expense of their own, and who fail to defend their own position. Each of the eleven values are defined in terms of a spectrum such as this.
© Universität Bremen
What is the intended use of the Core Values Compass?
One thing is of particular importance to Frauke Meyer. “When looking at the overview categories of ‘golden mean,’ ‘too much,’ and ‘not enough,’ it might be tempting to categorize other people and evaluate them. The Core Values Compass is expressly not intended to be used as an evaluation tool.” Instead, every employee can see this as an instrument for introspection, “with the goal of reflection, not perfection,” emphasizes Alexandra Baumkötter. In addition, each team is asked to consider the Core Values Compass and use this to establish common goals to improve work within the team. In the future, values from the Core Values Compass will be included in the job requirements and profiles outlined in job postings.
What resources will be provided to better understand and work with the Core Values Compass?
There will be workshops for supervisors in May and June to prepare them for working with the Core Values Compass in their teams. For employees, there will be a first information session on April 3, as well as additional workshops. Employees whose self-reflection using the Core Values Compass nudges them to work on improving their skills can take advantage of development opportunities provided by the Human Resources department. Programs that align with specific values are already available, with further initiatives in development.
What are the long-term goals regarding the Core Values Compass?
The Core Values Compass is intended to be regularly evaluated and potentially updated. “The Core Values Compass not a fixed or unyielding concept, but rather represents a path that we will navigate together,” explains Alexandra Baumkötter. Frauke Meyer will glean an impression of how well the Core Values Compass is working, and where potential changes are necessary, during her annual interviews with supervisors. A Core Values Compass is planned for academic employees as well. “We need to still evaluate whether the values can be carried over, or whether additional values are necessary, for example regarding ethical research,” says Frauke Meyer.
