JR 3 0 Webinar Slide Deck 7-22-15
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Transcript of JR 3 0 Webinar Slide Deck 7-22-15
www.mainstreamgs.com First Line Leaders
Increasing Performance Through Job Relations
A Joint Presentation From MainStream GS & First Line Leaders
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Our Focus Today
With Proven Job Relations
Skills
Enhance Employee
Engagement
To Increase Your
Performance
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What You’ll Learn Today
5
● Employee Disengagement Costs, Performance Impacts
The Crisis Today
● Approach to Overcome the Crisis & Drive Performance, Reduce CostsA Way Ahead
● How it helps
● Where it’s working and whyWhat is
Job Relations 3.0
● How to begin
● Some next StepsApplying
Job Relations 3.0
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Your Presenters
6
MainStream Global Solutions
● Over 70 successful improvement projects worldwide
● Increase Client Performance through application of Job Relations tools and techniques
First Line Leaders
● Over 60 years of workforce engagement experience
● Increase Client Performance through application of Job Relations tools and techniques
Al Horowitz
PresidentMainStream
Global Solutions
Ron Welch
Founding PartnerFirst Line Leaders
Dale Foster
Founding PartnerFirst Line Leaders
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Crisis in Employee Engagement
Employee disengagement is a global pandemic!
A recent Gallup survey reveals that approximately 70% of America’s workforce is disengaged!
In 2015, Millennials, considered by many to be theleast engaged generation, will become the
dominate generation in the workforce!
Survey of CEOs - Human Capital Management is among their top 10 concerns!
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Cost of Disengaged Employees
• Bottom line dollars
• Performance shortfalls
• Employee morale
• Customer satisfaction
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Time FrameWasted
Investment
8 hour day $120
5 day week $600
4 week month $2,400
12 month year $28,800
Scenario - The Cost of a 40 Percent (40%) Engaged Employee
Number of 40% Engaged Employees
Co
st P
er
Da
y
Copyright First Line Leaders, LLC 2015
$0 $5 $10 $15 $20 $25 $30
Waste
Real Value
Total Wages
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Scenario - The Cost of a 40 Percent (40%) Engaged Employee
Co
st P
er
Da
y
Other Costs
• Customer satisfaction
• Speed
• Output
• Quality
• Safety
• Regulatory/legal compliance
• Morale/Toxicity
• Competitive advantage
Copyright First Line Leaders, LLC 2015
Co
st
Per
Day
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
1 2 3 4 5 6 7 8 9 10 15 20 30 40 50
Number of 40% Engaged Employees
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A New World of Work• A report from Deloitte sums up
this situation by declaring...
“We’re in a new world of work”
• Which needs:
- New style of leadership
- New approach to HR
- New approach to human capital management
- New approach to simplifying work
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First-Level Leaders Must Lead Across a Spectrum of Generations
Baby Boomers
Generation X Millennials
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MillennialsA key point: Millennials are here to stay.
A few characteristics…
- By 2016 Millennials will comprise the majority of the workforce
- Millennials may not trust authority
- Millennials want to be involved and seek recognition
- Millennials want to attain leadership positions
- Millennials are assumed to have short attention spans
- Millennials are assumed to be unengaged or disengaged
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An Approach That’s Working
• We at First Line Leaders and MainStream GS offer a validated countermeasure to the findings
• We have validated our work at the largest industrial complex in the Southeast
• Our approach is deceptively simple yet has produced a rapid turnaround in Employee Engagement
• Production at this industrial complex has surged within a 120 day period
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The Answer That’s Directly Linked to Increasing Performance
• The answer is you must improve the Leadership Competencies
of your organizational leaders – your First-Line Leaders must be
masters of employee engagement techniques
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Today there is a renewed focus on First-Level Leadership
Report after report identifies the problem…we offer the practical
“how to” techniques to actually begin reversing the trend
Our work aligns with the renewed focus on First-Level Leadership
across all sectors – public, private, and non-profit.
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Crisis in Employee Engagement
A Practical “How to” to Overcome This
A Historical Perspective
Job Relations 3.0 ROI
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A Historical Perspective
• New Worlds of Work are not new
• The onset of World War II triggered a “New World of Work”
• Industry had to transform almost overnight to producing materials and goods for the war effort
• And this was accomplished with a workforce who were inexperienced, unskilled and unaccustomed to industrial work
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A Historical Perspective
• The results of this “New World of Work” were American industry provided almost two-thirds of all the Allied military equipment produced during the war:
• Two million trucks and vehicles
• 193,000 pieces of artillery
• 86,000 tanks
• 300,000 aircraft
• 1,300 Naval craft
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What Was The Secret to Their Success?
Their
First-Line
Leadership!
During WWII, industry and business leaders taught their First-Line Leaders how to train, develop, motivate and engage the workforce.
They taught their First-Line Leaders how to get work done through people.
They helped their First-Line Leaders to develop 5 Core Competencies.
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Knowledge of the Work
Knowledge of the
Organization
Job Relation
Skills
Job Instruction
Skills
Job Improvement
Skills
The World War II Model of the
Five Needs of First-Line Leadership
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Job Relations 3.0Leadership in the workplace
A convergence of people, processes, information, and technology
At the point of convergence leaders need workers to be engaged — cooperation, loyalty and trust
Job Relations 3.0• Understanding the impact of interactions• Leaders actions drive behavior• Behavior drives performance
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Job Relations 3.0 in the Real World… a true application
Pre-Job Relations 3.0 environment
• The most toxic work center
within the operation
• An extreme number of
employee grievances
• A failure to follow required
processes
• Safety, Quality, OSHA and
Bioenvironmental issues
• Theory X leadership style
• Poor customer relations due
to missed schedules
Post- Job Relations 3.0
environment
• Grievances now the
exception
• Process compliance the
norm
• Quality, Safety, and
Bioenvironmental within
requirements
• Customer delivery faster
than ever before – needs
more work
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What are some techniques that mitigate or eliminate a lack of employee engagement?
5
● Implement a deliberate strategywhere intentional engagement is the norm and not the exception
Human Capital Management
● Every interaction with an employee drives engagement
Leaders must understand
● To understand the convergence of People and Processes in the workplace
Leaders useJob Relations 3.0
● To understand the linkagebetween the workforce and their business
Leaders use Job Relations 3.0
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What are some techniques that mitigate or eliminate a lack of employee engagement?
5
● To identify the causes of Employee Disengagement
Leaders useJob Relations 3.0
● To truly make People the organization’s “most valuableresource”
Leaders useJob Relations 3.0
● To capture the Dollar costs of Employee Disengagement
Leaders useJob Relations 3.0
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MainStream & First Line Leaders can equip your First-
Lines with these competencies to Increase Performance
First-Line Leaders need Five
Competencies in order to be
effective with employees
Employee Disengagement is
a global pandemic that is
limiting performance and
increasing costs
Job Relations 3.0 increases
Employee Engagement and
Performance and Reduces Cost
Top Takeaway Points
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A Roadmap To Get Started
for a follow-up discussion
and free consultation 17