- Insights

Core Values Recognition Program: How We Build Culture

July 30, 2026
By Mark Killebrew
Article
Group of ten people posing outdoors beside a FORM Off-Site Solutions sign in front of a light-gray industrial building on a sunny day.

The Behaviors We Recognize

 

Every quarter at Form Off-Site Solutions, we challenge our team to recognize coworkers who consistently live our core values. Nominations highlight teammates who:

  • Put safety first by protecting those around them.
  • Delivered quality, reliability, and results through dependable execution.
  • Demonstrated innovation as a mandate by improving processes and solving problems.
  • Put our clients first by going above and beyond.
  • Showed collaboration by helping teammates and other departments succeed.
  • Led with integrity and respect in everything they do.

 

Most nominations aren’t for heroic measures. Instead, they represent the everyday behaviors that make a manufacturing organization stronger — stepping in to help another department, taking ownership without being asked, finding better ways to solve problems, and delivering quality work, day after day.

Building the Culture We Want

 

Our Core Values Recognition Program has become more than an award program — it’s a feedback loop. It reinforces the behaviors that we want to repeat, shines a light on innovation happening every day, and reminds our team that great work doesn’t go unnoticed.

To take it a step further, we ensure that every nominated teammate receives recognition, even if they aren’t selected as the quarterly winner. They’ll know who nominated them, which core value they demonstrated, and why they were recognized. Recognition shouldn’t end simply because there are a limited number of winners each quarter.

Culture isn’t built through posters on the wall or mission statements. It’s built by consistently recognizing the behaviors that define who you want to become.

I’m proud of the team we’re building at Form and excited to see what we accomplish together moving forward.

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