Post on 30-Oct-2020
Brian EdwardsPublisher
Justine BurdetteVice President
Bradley RickDirector of Manufacturing Operations
Laura ElsnerWorkforce Development Manager
Addressing the talent issue
• Not a prescriptive cure• Not a “one-size-fits” all • Common threads in approach
• Purpose driven• Outcome oriented• Principles
• Embrace company culture to build a talent strategy
Justine BurdetteVice President
Multiple Factors = Multiple Solutions
• Historic image
• 2008 - recovery migration
• Low unemployment
• Rising labor cost
• Changing information exchange
• Changing needs of employees
Multiple Factors = Multiple Solutions
Find• Are your own practices limiting your candidate pool?
• Marketing/online presence, Michigan Works! Talent Pipeline Management, HireReach
• Expose community to manufacturing careers• (Discover Manufacturing, Manufacturing Day (Week), MiCareerQuest)
• Manufacturing, Engineering Partnership Program (MEPP)• Internships & Apprenticeships• Alumni networks• Hello West Michigan• Returning citizens
Multiple Factors = Multiple Solutions
Keep• The basics – review/update compensation, benefits, rewards,
recognition, performance management• The real stuff – CULTURE, resources for successful
employment• The other stuff? ASK EMPLOYEES
Multiple Factors = Multiple Solution
Grow• Dedicated resources• Opportunities beyond everyday• Celebrate alumni• CULTURE
Other
• Automation and labor redeployment
Laura ElsnerWorkforce Development Manager
• Designated trainers
• Current Curriculum• Welding• Press Brake• Powder Coat Application• Machining• Cutting
• Theory and practice
Manufacturing, Engineering Partnership Program
(MEPP)
Collaboration of Coopersville High School working with multiple business partners in different industries.
• Benefit for students: Job shadow, internship programs, and potential job offer when senior year is complete.
• Benefit for employers: Creation of curriculum, detailed recommendations from instructors, and potential candidates for hire.
Kenowa Hills Public SchoolSTEM Lab
• Student-centered learning experience that offers:• Career exploration for students ranging from 7th – 10th grade.• a partnership between curriculum standards and real-life.• hands on projects that will help prepare them for college or career
opportunities.
Kenowa Hills Public School, DeWys Mfg., and several regional employers partnered to give students a taste of the work world while building their
skills in STEM – science, technology, engineering, and mathematics.
Partnerships – Regional
Bradley RickDirector of Manufacturing Operations
High Performing Organization (HPO)an overview
MiBiz Forum
August 28, 2018
16
Safely delivering a consistent supply of cost competitive, quality products
Current State 17
•West Michigan unemployment rate approximately 3%
(and will increase another 4% in 2018)
EXTERNAL FACTORS
INTERNAL FACTORS
•West Michigan minimum wage increased 4.7% in 2017
• Aging workforce, high attrition
• Deep skill sets, narrowly focused
• Inflexible and inefficient
• Lacks diversity
• Lower than desired employee engagement
• Two distinct operations (performance and
seniority)
Safely delivering a consistent supply of cost competitive, quality products
Indicators of “Traditional” Work Systems
• Limited investment in on boarding, training, coaching
• High levels of overtime, absenteeism, attrition, safety
• Lots of rules, procedures, precedents
• People don’t know how their work ‘makes a difference’
• Narrow jobs/lots of titles
• Leaders aren’t around or are ‘bosses’
• New ideas are not valued
• Different opinions/bad news aren’t welcomed (fear)
• Appearance standards are poor
• Poor performance is not addressed
• Low levels of energy among people
• Limited ability to develop & advance
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Safely delivering a consistent supply of cost competitive, quality products
What is a High Performing Organization (HPO?)
• It is a way of organizing how we work to bring out the very best in people and results
• People see their role in company’s success and how their success is linked to it.
• People take pride in what they do, have high personal commitment, and are enabled and empowered to do what’s needed and what’s right.
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Safely delivering a consistent supply of cost competitive, quality products
Traditional Work Systems vs. HPO Work Systems
Other Systems High Performing Organization
CommunicationUp/down vertical organization
Information is delivered on a “need to know” basis
Decisions guided by rules – precedent; made by leaders
Horizontal organization
Free flow of information in all directions
Decisions are guided by principles / objective made by those that have adequate data and accountability
Development Less Investment in growth of people
Job specific training
Training is periodic and episodic
Unclear career pathways – bias/favoritism in promotions
90 Day Plans, Individual Development Plants, Getting to an A process
Task specific with a “flow to work” mentality
Capability building is part of everyday work
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Safely delivering a consistent supply of cost competitive, quality products
Nine Principles of HPO
Respect for the Capabilities of All
Principle Based Team Work
Personal Development
Decision
Making
Diversity & Inclusion
Consumer & Customer Focused
Continuously Improving Organization
Common Objectives
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Safely delivering a consistent supply of cost competitive, quality products
Freedom, Family, Hope, Reward
Partnership Integrity Personal Worth Achievement Personal
ResponsibilityFree
Enterprise
Alignment With Company Values
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Safely delivering a consistent supply of cost competitive, quality products
An Integrated Work System
Social (People, Teams)
Technical (Equipment,
Processes, Systems)
CAPABLE AND STABLE
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Safely delivering a consistent supply of cost competitive, quality products
Citizenship Standards
•Citizenship Standards• Safety
• Observe all safe practices• Take care of yourself to be able to effectively rotate shifts
• Teamwork• Help your fellow team members. Have each others’ backs• Be actively engaged & contribute to your team’s & the plant’s success• Be flexible and willing to do multiple tasks
• Accountability• Arrive to work on time fully present• Utilize designated breaks & lunch periods• Take ownership in your work
• Commitment• Live the Amway values• Be honest, trustworthy, respectful• Follow all company standards• Be willing to learn, grow & use your full potential
Spaulding Leadership Behaviors
Functional Leadership Behaviors
Top Ten Behaviors
Citizenship Standards
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Safely delivering a consistent supply of cost competitive, quality products
Top Ten Behaviors
Top 10 Behaviors• We give our full selves each day.• We are open and honest with each other.• We go above and beyond.• We are owners that take pride in our company & brands.• We take care of one another & our plant.• We strive for and reward the extraordinary (Zero & 100).• We understand our customer needs.• We listen learn and grow as a team.• We run it, we clean it, we maintain it and we improve it.• We own it.
Spaulding Leadership Behaviors
Functional Leadership Behaviors
Top Ten Behaviors
Citizenship Standards
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Safely delivering a consistent supply of cost competitive, quality products
Leadership Plays a Key Role
Spaulding Plant Leadership Team / Functional Leadership Behaviors• We work from one plan (common goals & priorities).• We drive equal planning and accountability for both the social and technical
side of SDS.
• We use the nine HPO principles as the foundation for what we do.• We provide on another timely, honest, balanced feedback and are open to
receiving it.
• We learn, do and then teach. We coach & develop others “on the floor” to build capability.
• We openly address issues. We agree or disagree and then commit.• We “walk the talk.” Our culture is a reflection of us.• We continually invest in our development as leaders.
Spaulding Leadership Behaviors
Functional Leadership Behaviors
Top Ten Behaviors
Citizenship Standards
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Safely delivering a consistent supply of cost competitive, quality products
Skills Development – a Clear Path 27
Functional Leader
Problem Solving
Qualified Qualifier
Operate in a Team
Safety Quality T1 T2 T3 T4
11 101 101 101 101 101
12 101(S/Q/C) 101 101(S&T) 201 201 201 101 101
13 201/301(TL) 301 301 201
➢ There is a balance between the Social/Technical equation as it pertains to skill acquisition
Safely delivering a consistent supply of cost competitive, quality products
Clear Promotional Expectations and Sequence 28
Overall Behaviors
Step-Up Card Completion
Sustained Demonstrated Performance
Movement to Next Level
NSP Level 4
NSP Level 3
NSP Level 2
NSP Level 1
Safely delivering a consistent supply of cost competitive, quality products
Framework – ONE Team Primary Tracks 29
OPERATING TEAMSTeam Lead: Rob Phillips
Design how we best harmonize roles, grade levels, flow to the work processes,
and decision-making rights.
FRONT LINE LEADERSTeam Lead: Rob Phillips
Create the role, responsibilities, and structure for front line leadership within
the ONE Team design.
SKILL DEVELOPMENT SYSTEM
Team Lead: Terry Jackson & Gigi Branc
Design and document the skills, knowledge, and abilities within the
operating team structure.
PAY AND PROGRESSIONTeam Lead: Tim Morton
Design the compensation structure and promotion process based on the ONE
Team skill development system.
Safely delivering a consistent supply of cost competitive, quality products
What We Are Solving For ?? 30
Establishing Framework for Future Talent
Building Employee Capability
Career Progression for Team Members
Increased Flexibility
Improved Plant Efficiencies
Q&A