A company values document template usually gives each value three fields, the why, the what, and what it doesn't mean, then leaves the examples to memory in a single drafting workshop. Nothing checks those examples against anything real. Only 23 percent of U.S. employees strongly agree they can apply their company's values daily, and 27 percent say they believe in them (Gallup). 45 percent have worked somewhere whose stated values were not actually lived (iHire's survey of 933 job seekers).
At Marloe Logistics, five draft values were tagged against the same 600 real peer kudos already logged in the recognition programme. Customer Obsession led at 36.0 percent, followed by Ownership at 29.0 percent, One Team at 16.0 percent and Move Fast at 15.0 percent. Speak Up trailed badly: just 0.7 percent, four kudos out of 600. The other four values each had a real, specific, quotable instance behind them; Speak Up did not.
The Values-to-Process Map checked the same five values against the company's hiring rubric (10 competencies) and review rubric (16 criteria). Customer Obsession scores in 2 hiring competencies and 3 review criteria; Speak Up scores in zero of either. Negligible evidence plus zero process presence is an orphan value, and the Integration Note proposes the exact rubric line to close the gap. The same tagging pass runs on survey comments and exit-interview notes once kudos run out, and a later performance-review criterion can move a value off the orphan list.