Culture, co-created: Building shared values that drive behaviour and enrich careers

Are your values helping career growth?

The discussion focused on a familiar dilemma for many employers: in a workforce spread across many nationalities, how can values feel authentic? In many organisations, turnover may not be visibly high – and yet silent disengagement can fester where career progression feels slow.

IATA began by asking its employees whether shared values were even necessary. Employees were asked this question via the organisation’s “RU OK?” survey. The answer was an emphatic “Yes!” Employees clearly wanted a unifying framework for driving their behaviours, sense of connection and career growth.

To make sure everyone had a voice, IATA ran digital focus sessions through an AI platform Remesh. They received an 80% response rate – and thousands of employees were enabled to share quick responses to questions about what made the organisation special – and where it could improve.

From this, strong themes emerged – diversity, collaboration, innovation, transparency and integrity. Senior input and a network of employee ambassadors shaped the results into four concise, memorable values. These are:

• One IATA. We collaborate across teams.
• Trusted. We do the right thing.
• Innovative. We make tomorrow better.
• Inclusive. We embrace diverse perspectives.

The new values were then launched globally through an engaging “Say Hello to New Values” campaign that combined video storytelling, peer interaction and gamification. The campaign became a way of sharing experiences around these values.

Redefining the career contract.

In the implementation stage, the focus turned to embedding the values through communication, learning and process design. Each month, one value becomes the focus for activity and reflection. For example, the “Trusted” value aligned with data ethics and compliance, while “Inclusive” was explored during Pride celebrations. Managers were supported in their conversations about values with discussion guides, while values influencers and digital nudges kept the language of values highly visible.

By mid-2025, the focus had shifted to measuring impact. IATA used its engagement survey to track sentiment and behavioural change, including questions linked directly to each value. Participation in learning programmes and “value of the month” initiatives was monitored to assess reach and resonance. While turnover is generally low at IATA, the risk of “silent disengagement” reinforces that retention alone does not equal growth. In doing all this, therefore, IATA has redefined its career contract with employees. This is because the value proposition wasn’t just about titles, but about culture, learning, and purpose.

The world of work is changing – and so is the definition of growth. Growth today is about skills, experiences, and impact. And values are more than words; they are the reason people continue to go the extra mile and feel inspired.

Our view

One of IATA’s values in “Innovative” – and they certainly lived up to it with their approach. They showed that co-created values can be a catalyst for both cultural renewal and career growth. And when employees define what matters most to them, the shared ownership drives behavioural change.

Our view is that the most powerful link between values and career growth lies in the experience and opportunities it offers to employees. The model we use at The Career Innovation Company connects three essential inputs – business strategy, organisational values and employee expectations – to deliver three clear outputs that include a career vision, guiding principles and a consistent narrative. When values are expressed in this way, they sustain career growth.

We have found that four levers are especially effective:

• Visible executive role-modelling. Ensure senior leaders share stories and demonstrate behaviours that reflect the values.
• Compelling communication. Create a clear and consistent narrative about why the values matter – and what they mean in practice.
• Capability development. Equip leaders and individuals to apply values in daily work and career conversations.
• Reinforcement through tools and processes. Embed values in recruitment, performance and recognition decisions.

When these levers work together, organisations move values from “words” to “experiences”. And when values and career growth align, people can see beyond their organisation’s growth to their own.