September 24, 2015 Employer of Choice and W2C - the connection - Dave Barrett Director of Talent...

September 24, 2015

Employer of Choice and W2C - the connection -

Dave BarrettDirector of Talent Development

“Keeper of the Culture”Cascade Engineering, Inc.

Grand Rapids, Michigan

1What 2Why

3How

presented by:

• Grand Rapids, Michigan• 15 Business Units• Manufacturing• $350 Million in Sales• 1500 employees world wide

http://www.goodbyn.com/goodbyn/buy.aspx

Employer of Choice

An employer of choice is one in which people

desire and choose to work for. The organization creates a

culture in which every employee, regardless of cultural or

individual differences, knows they are valued and respected as a

human being and everyone has the opportunity to learn, grow,

and contribute to their fullest potential making the organization

able to successfully attract, retain, and engage talented and high

performing employees.

1What Is It?

2

Employerof ChoiceEmployerof Choice

LowTurnover & Best

People

LowTurnover & Best

People

EffectiveTeams

EffectiveTeams

CustomerSatisfactionCustomer

Satisfaction

ProfitabilityProfitability

$$

$$

$$$$

$$

$$

$$$$$$$$$

Productivity

Scrap

Quality

Waste

DowntimeCosts

Housekeeping

ContinuousImprovementContinuous

ImprovementSafety

Attraction andRetention

EmployeeEngagement and

DiscretionaryEffort

2Why Is It Important?

Do we get these things by giving someone

a paycheck?

2

3 How to Become an

Employer of Choice

What do you believe it takes to become an Employer of Choice?

3

• Does the top level leadership care if the organization is an EOC? (desire)

• Can we clearly articulate the benefits of becoming an EOC?

• Do we fully understand what it will take to be an EOC?

• Is our culture supportive of being an EOC?• Do our leaders practice a theory X or

theory Y style of leadership? (expectations?)

• Will our policies and procedures support and help us be an EOC?

• How much effort, energy, and resources are we prepared to put into becoming an EOC?

• Are we going to stick to it or is it just a flavor of the month?

To become an Employer of

Choice

“The answers will inform your decisions and

determine future actions.”

Key Questions

3

To be an Employer of Choice


LowTurnover & Best

People

LowTurnover & Best

People

EffectiveTeams

EffectiveTeams


Satisfaction


$$

$$

$$$$

$$

$$

$$$$$$$$$

CULTURE (people treat one another with dignity and respect)

ENLIGHTENED LEADERSHIP

Leaders who. . .

- Are servant leaders

- Develop high trust relationships

- Value diversity and create an inclusive culture

- Are approachable

- Listen and are willing to be influenced (humility)

- Are emotionally mature (self-control)

ORGANIZATIONAL PRIDE (community engagement)

POLICIES AND PROCEDURES (reinforce)

DEVELOPMENT OPPORTUNITIES CAREER OPPORTUNITIES SAFE WORK PLACE (emotional & physical)

MEANINGFUL WORK JOB SECURITY COMPETITIVE COMPENSATION and BENEFITS

INPUTS

Productivity

Scrap

Quality

Waste

DowntimeCosts

Housekeeping


ImprovementSafety

KEY TO CHANGE BEHAVIOR

If you want to truly change the behavior of people you must get them to shift their paradigms.

If you want people to shift their paradigms you have to provide them with good information in a manner that touches them at an emotional place so they choose to change.

Others, however, will have to be held accountable for actions that are counter what you are trying to accomplish.

People change for one of two reasons . . .

4

Conscious Freewill Choiceor

S.E.E.

The

POW

ER o

f our

thou

ghts

THOUGHTS ATTITUDE BEHAVIOR

CONSEQUENCES

INSANITY

What drives your behavior?What drives a manager’s behavior?What drives employee behavior?

Let me demonstrate . . .4

S A L E S M A N

Rude

Fast Talker

Greedy

Devious

Slimy

Good Dresser

Irritating

Dishonest Liar

Money Hungry

Pushy

Rich

Annoying TrickySlick Talker

What do you think of?

5

Big Roadblock to EOC

How many of you believe (think) your employees are fundamentally lazy, unmotivated, and simply choose to be

irresponsible?

How many of your supervisors/managers fundamentally believe (think) your employees are lazy, unmotivated,

and simply choose to be irresponsible?

THOUGHTS ATTITUDE BEHAVIOR

CONSEQUENCES

Paradigm X and Paradigm Y

People are basically lazy,

unmotivated and irresponsible.

What are the CONSEQUENCES

People are basically good,

and trying to do their best.

POSITIVE How do you treat them?

THOUGHTS

NEGATIVE

ATTITUDE

How do you treat them?

BEHAVIOR

REINFORCE

CHANGE

Thought: EOC is a smart thing, a

good thing.

Become an EOC

Positive Aspirations

•Set Expectations•Train•Accountability

What kind of CULTURE do you THINK you want or need?

“It’s all about a culture that manifests itself throughout the organization and works to

sustain and perpetuate itself.”Jonas Bordo - VP Bentall Kennedy

C U L T U R EINPUT 1

Seed ofan Idea

Ideafed &

watered

Ideagermination

“In today’s world it is not enough to simply have technology, and in fact, technology by itself is not even a sustainable position. Any other company can buy equipment just like

we use. They can purchase the same raw material we use, build buildings just like us. However, the one thing they cannot buy is our culture, the loyalty of our employees, that

is a sustainable competitive position.” Fred P. Keller

Founder and Chairman Cascade Engineering Inc.

Seed ofan idea

“To show that you could run a business that cares about people and still be profitable.” – Fred P. Keller

Growth

What is an Employer of Choice Culture

A culture where people are TRULY treated just as important as the bottom line and

the explicit expectation is set that leaders and employees alike will treat one another with

dignity, respect, kindness, and consideration.

1What Is It?

Building A Culture

• Set cultural expectations – the behavioral expectations

• Selection system – fit to job and culture

• On-boarding – communicate behavioral expectations

• Paradigm shifting training programs – challenge employee’s basic thoughts and move them to action

• Paradigm shifting leadership development – change leader behaviors

• Measure the culture – employee opinion surveys, PEP, PTP, ethics hotline, etc.

• Policies and procedures – how do you deal with employees and leaders whose behaviors are counter to the culture you wish to develop and maintain?6

Cultural On-Boarding

Success Factors (cultural)Lunch with Senior Managers (cultural)Safety and Environmental

Policies & ProceduresDiversity, Inclusion, Racism and CE Culture (cultural)

Inventory AccuracyBenefits In BriefQuality System OverviewOperational Excellence

Hidden Rules of Economic Diversity (cultural)ACE Training (CE Intranet)

Financial RealityCE Cultural Review (cultural)

MONDAY

TUESDAY

WEDNESDAY

THURSDAY

FRIDAY

NEW EMPLOYEE ORIENTATION – 20 Hours

“Understanding what is expected of managers within the context of the organization’s culture can mean the difference between a great or horrible manager.” – Adrienne Fox, HR Magazine, Feb 2013

L E A D E R S H I PINPUT 2: ENLIGHTENED

L E A D E R S H I PC U L T U R E

To positively impact society, the environment and be financially successful, creating a work environment in which every individual, regardless of cultural or individual differences, knows they are valued and respected as a human being and where everyone is given the opportunity to develop and

contribute to their fullest potential.

Exhibit emotional intelligence (control) Personal Credibility and TrustworthinessCreate an inclusive work environment Be approachable (employee feedback)Servant Leadership (demonstrate humility) Willing to be influencedBalancing Courage & Consideration Sincerely care about your people

BEHAVIORAL EXPECTATIONS

TRAINING &DEVELOPMENT

ACCOUNTABILITY

POLICIES &PROCEDURES

Lower TurnoverHigher Morale

Employee EngagementLoyalty

CommitmentDiscretionary Effort

Great ReputationBetter QualityBetter Safety

Attract Talent

Kindn

ess

Listen

Honest

Care for OthersEmotional

Intelligence

Servant Leadership

Seek Others InputMutual Benefit

Tell the Truth

Keep Promises

Fairn

ess

Seek

Feedback

Control Emotions

Remain CalmUnder Pressure

Walk the Talk

Accept Personal

Responsibility

Adaptable to Change

Approachable

Thank people

Humility

Resist BlamingCourage & Consideration

Dignity

ZeroTolerance

Interventions

Respect

Asse

ssm

ent

7

HIGHLEVEL

1 2 3 4 5DISLIKED LIKED

LOWLEVEL

HIGHLEVEL

1

2

3

4

51

2

3

4

5

NO

T RE

SPEC

TED

RESP

ECTE

D RESPECTEDbut NOT LIKED

CompetentJerk

“Toxic High Performer”

people will do just enough to keep their

job

NOT RESPECTED

and

NOT LIKEDIncompetent

Jerk

tough to come to work“Toxic Low Performer”

NOT RESPECTED

but

MAY BE LIKEDIncompetent

Joke

people manipulate this type leader

“Considerate Low Performer”

RESPECTEDand LIKEDCompetent

LeaderConsiderate High Performer”

people will give you theirdiscretionary effort

PEP TRUSTWORTHINESS GRID

Behavior that demonstrates humility, sensitivity and empathy towards people. Treating people with dignity, respect, kindness, andconsideration. Providing people a way, a direction, a path.

L E A D E R S H I P - Character and Consideration

Man

ager

ial t

ask

skill

s an

d ab

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s th

at g

et th

e jo

b do

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akin

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ugh

deci

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s in

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ing

hold

ing

peop

le a

ccou

ntab

le.

Dev

elop

ing

soun

d pr

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ses,

pro

cedu

res,

and

syst

ems.

M A

N A

G E

M E

N T

- Co

mpe

tenc

e a

nd C

oura

ge

Average CE LeaderJune 2015

4.2 Competence 4.2 Character

Profile Owner Average Joe

Assessment DateFebruary 2015

Number of Raters20 of 23

Competence Score4.1

Character Score4.5

How do you create employee pride?

What makes an employee proud to work for an organization?

EMPLOYEE PRIDEINPUT 3

Talk at your table

“What we see is only what we see and not necessarily what really is.”“What we see is only what we see and not necessarily what really is.”

What do American’s think about people who are in poverty and on

welfare? Not necessarily what you believe but what do you think

the average American thinks about those on welfare?

9

1991

1995

1998

. . . . . . . 2.5%2007

. . . . . . . Failed

. . . . . . . Failed

. . . . . . . 16.8%

Welfare-to-Career

. . . . . . . 2.5%2015

Failing

1998

• Ron Brown - National Award for Corporate Leadership• Michigan Manufacturer of Year• Goodwill Employer of the Year• Diversity Visionary Award• Employer Recognition Award, Women in the Workplace• 25 Best Small to Medium Companies to Work for in America (#8 2004)

Awards & Recognition

Improved transportation system Angel Wings; added bus route; taxi cab vouchers

Policy: sick children now an acceptable reason to miss work

Pay for Contribution program simplified

Mentoring and Coaching (“buddy” system)

Orientation Program (clarifying cultural expectations)

Improved Company Wide Practices

Money Management class (mandatory)

W2C

- Co

llate

ral B

enefi

ts

Early performance intervention process

Learned how to create a collaborative partnership with agencies like DHS, Goodwill, HOPE Network, Urban League, Faith Inc, etc.

Recruiting Capabilities

Learned how to tap a non-traditional and underutilized labor pool.

Provided confidence and impetus to expand our Returning Citizen efforts.

W2C

- Co

llate

ral B

enefi

ts

CascadeEngineering

W2C1998

CE/Butterball FarmsEmployee Referral

Program2001

Health FieldSOURCE

2004

North WestSOURCE

2007

EmployerResourceNetwork

2012

Caseworkersin schools

2003135 2014Pathways

W2C EXPANSION

Has influenced other programs in other

states:VermontNew York

OhioColoradoCincinnati

IndianaNebraskaTennessee

The SOURCE 2002

8 companies20 in 2014

SaginawWest

MichiganGrand Rapids

Ludington

Judging (to pre-judge = prejudice)

Understanding

Respecting

Appreciating

Valuing

START

Buildingawareness and shifting people’s

paradigms.

Human Tendency

1998Supervisors hated

W2C

2000Supervisors

threatened with disciplinary action

2003Protect

9

What would you like to know?

??

??

??

?

What shifted our paradigms?

Keys to W2C Success8

“The purpose of Cascade Engineering is to have a positive impact on society, the environment

and be financially successful.”

Do all the good you can, by all the means you can, in all the ways you can,

in all the places you can, at all the times you can,

to all the people you can, as long as ever you can.

- John Wesley

Fred P. KellerFounder and

Chairman Cascade Engineering

1 A leader with a heart for people.

14

Education of HR, Plant Management, and Supervisors in the Framework for Understanding

Poverty concepts.

Shift people’s PARADIGMS!2

14

Who is in poverty?

46 Million People (1 out of 6 Americans)Wage earners who have lost their good paying jobsSeniors who can’t afford medicineYoung adults with college degrees - can’t find a jobDisabled because no one will hireEx-felons no one will hireFamilies living on minimum wage jobs, no benefitsPeople leaving the military1 in 5 children

The Situation In Putnam County

• $47K medium income ($52K nationally)

• 9% Unemployment rate (5.3 nationally)

• 20% of children are food insecure (14.6% nationally)

• 17% of children live in poverty• 50% are on free or reduced lunch

http://www.povertyusa.org/the-state-of-poverty/poverty-usa-tour/

10



Poverty Is . . .

• A lack of resources for reasonably comfortable living.

• A level of personal or family income below which, one is classified as poor according to government standards.

• Lack of money or material possessions.

Adapted from: A Framework for Understanding Povertyby Dr. Ruby K. Payne


Key Points

• Poverty, middle class, and wealth are relative

• Economic class is a continuous line, not a clear-cut distinction.

• Generational poverty and situational poverty are different.

• This work is based on patterns. All patterns have exceptions.

• An individual brings with him/her the hidden rules of the economic class in which he/she was raised.

Adapted from: A Framework for Understanding Poverty by Dr. Ruby K. PayneAdapted from: A Framework for Understanding Poverty by Dr. Ruby K. Payne

• Businesses, law enforcement, schools, and social services operate from middle class norms and use the hidden rules of middle class.

• We can neither excuse persons from poverty, nor scold them for not knowing.

• In order to move from poverty to middle class or middle class to wealth, a person must give up relationships for achievement, at least for a period of time



Key Points

A Working definition of poverty is “the extent to which an individual

does without resources.”

FINANCIAL Having the money to purchase

goods and services and having an understanding of how money works.

“If I had to do without one of these resources, I

would do without financial”

Dr. Ruby Payne

Poverty is not all about money. Many lotto

winners find themselves in worse

financial shape than before they won the lottery.



EMOTIONAL Being able to choose and controlemotional responses, particularly tonegative situations, without engaging in self-destructive behavior. This is an internal resource and shows itself through stamina, perseverance, and choices.

May be themost important

resource



MENTAL Having the mental abilities and skills(reading, writing, computing) to deal with dailylife. The education and training to compete in the workplace for good paying jobs.

If you can’t count money, how do you

know you get the correct change back?

If you can’t read, write or compute you must rely on others. How much reading do you have to do

to purchase 5 gallons of gas or figure our a bus schedule?



MOTIVATION, STAMINA, and PERSEVERANCE Having the energy and drive to prepare for, plan,

and complete projects, jobs, and personal change. This is another internal resource.

Personal Leadership -providing yourself with a

way, direction, or path and then making it happen.



SUPPORT SYSTEMS Having friends, family, and backup resources

available to access in times of need. These are external resources.

Car breaks down or children get sick.

Who do you have tosupport you during

these times?



RELATIONSHIPS/ROLE MODELS Having frequent access to adult(s) who are

appropriate, who are nurturing to the child, and who do not engage in self-destructive behavior.

“Many times in poorneighborhoods the role

model is the guy standingon the corner with the gold

chains, big car and a wadof money.”

Ron JimmersonAdapted from: A Framework for Understanding Poverty

by Dr. Ruby K. PayneAdapted from: A Framework for Understanding Poverty

by Dr. Ruby K. Payne

KNOWLEDGE of the HIDDEN RULES Knowing the unspoken cues and habits of both

middle class and wealth.

How can you besuccessful in school orbusiness if you really

don’t understand the rulesby which these entities

operate?



YES NOPP P

12

Could you survive in WEALTH?

I can read a menu in French, English, and another language and have several favorite restaurants in different countries around the world. . . . . . . . . . . . .

I have at least two residences that are staffed and maintained. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

I know how to enroll my children in the preferred private schools. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

I know the hidden rules of the Junior League. . . . . .

YES NO

YES NO

YES NO

YES NO


Could you survive in POVERTY?

I know how to get someone out of jail. . . . . . . . . . . .

I know how to physically fight and defend myself. . .

I know what to do when I don’t have money to pay the bills. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

I know how to move in half a day. . . . . . . . . . . . . . . .

I know how to keep my clothes from being stolen at the laundromat. . . . . . . . . . . . . . . . . . . . . . . . . . . . .

YES NO

YES NO

YES NO

YES NO

YES NO


Could you survive in MIDDLE CLASS?

I know how to help my children with their homework and do not hesitate to call the school if I need additional information. . . . . . . . . . . . . . . . . . . .

I know how to get my children into little league, piano lessons, soccer, etc. . . . . . . . . . . . . . . . . . . . . . .

I know how to use the different tools in my garage.

I understand the difference among the principal, interest, and escrow statements on my house payment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

YES NO

YES NO

YES NO

YES NO


Could you survive in WEALTH?

I can read a menu in French, English, and another language and have several favorite restaurants in different countries around the world. . . . . . . . . . . . .

I have at least two residences that are staffed and maintained. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

I know how to enroll my children in the preferred private schools. . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

I know the hidden rules of the Junior League. . . . . .

YES NO

YES NO

YES NO

YES NO


Could you survive in POVERTY?

I know how to get someone out of jail. . . . . . . . . . . .

I know how to physically fight and defend myself. . .

I know what to do when I don’t have money to pay the bills. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

I know how to move in half a day. . . . . . . . . . . . . . . .

I know how to keep my clothes from being stolen at the laundromat. . . . . . . . . . . . . . . . . . . . . . . . . . . . .

YES NO

YES NO

YES NO

YES NO

YES NO


Could you survive in MIDDLE CLASS?

I know how to help my children with their homework and do not hesitate to call the school if I need additional information. . . . . . . . . . . . . . . . . . . .

I know how to get my children into little league, piano lessons, soccer, etc. . . . . . . . . . . . . . . . . . . . . . .

I know how to use the different tools in my garage.

I understand the difference among the principal, interest, and escrow statements on my house payment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

YES NO

YES NO

YES NO

YES NO


Economic Cultures

“Each economic class has its own culture complete with hidden rules,

characteristics, and language structure that shape behavior. The behaviors of each

class can be appreciated if the hidden rules and characteristics are understood.”

Based on the book entitled: A Framework for Understanding Poverty By Dr. Ruby Payne

SURVIVAL

RELATIONSHIPS“One needs others and, in turn,

is needed by them.”

WORK

ACHIEVEMENT POLITICAL,FINANCIAL,

SOCIAL CONNECTIONS

Poverty Middle Class Wealth



Driving forces in . . .

The Hidden Rules

DISCIPLINEIt is about

penitence and forgiveness

Choices, consequences, and

changeN/A

WORLD VIEW Sees world in terms of local setting.

Sees world in terms of national setting.

Sees world in terms of an international

view.

DESTINYBelieve in “fate”

Nothing they do seems to make a difference

Stability Allows them to make

choices, plan, and fulfill their dreams

Noblesse obligeThey are privileged and

feel an obligation to give something back

POWERRespect the individual

Showing disrespect for a person is an affront that must be challenged (fight or flight)

Respect the positionSupervisor

Setting direction: institutions,

community, nation.Personal safety and

maintaining status quo.

LANGUAGECasual register is

about survival and enhancing

relationships

Formal register for achievement and

negotiationFormal register is about networking



The Hidden Rules

POSSESSIONSPeople

valued placed on people and the resources people

represent

Thingshouses, boats, televisions in

every room, golf clubs, motorcycles, furnishings, etc.

One-of- a- kind objects, art, pedigreed

animals, properties, businesses

MONEY Spend it, give it away To be managed To be conserved,

invested

FOODKey Question: Did you have enough? Quantity is most

important

Key Question: Did you like it? Quality is most important

Key Question: Was it presented well?

Presentation is most important

TIMEDecision Making

Focus on Today Future Orientation Family Traditions

EDUCATIONValued and revered

as abstract, not a reality for them

Crucial for climbing the ladder of

success and making money

Necessary tradition for making and

maintaining connections



Who will win?

Generational Poverty

“The worlds of work and school are based on middle class rules. Those who wish to succeed must learn the hidden rules of that culture. In other words, they must be able to use two sets of

rules.”



Why is it important that those from middle class understand the hidden rules of generational poverty?

P1 P2

P1 is lost and needs help getting to where P2 is.

“Those who work with people in poverty must know two

cultures as well and be skilled in assisting their employees and

co-workers who choose to bridge out of poverty.”


MANY OF THE BEHAVIORS THAT EMPLOYEES BRING TO WORK ARE

NECESSARY TO HELP THEM SURVIVE OUTSIDE OF WORK

“As welfare reform continues to pare the welfare rolls, former

recipients are turning up at shelters even as they find jobs. We

have people who are coming to seek shelter who just got jobs at

Cascade Engineering,” Zylstra said.

“Booming Economy Bypasses Homeless”The Grand Rapids Press

November 10, 1999

Adapted from: A Framework for Understanding Poverty by Dr. Ruby Payne

Collaborative Effort

W2CAll Benefit

W2C Is About Building Social CapitalSocial Capital is the result of efforts to bring collective

intelligence to do good things for each of the entities involved in the social capital building process.

Hope Network, GoodwillUrban LeagueService Agencies

ProgramParticipants

DHSGovernmentAha Inc.

Education

CascadeEngineering

Employees

3

14

DHS case worker placed on-site to make employee access easier, to build relationships and increase

retention.4

Joyce Gutierrez-MarshDHS Case Worker

Coaching & Counseling

14

DHS Work Readiness Assessment

• Programs currently receiving assistance through DHS?

• Single or two parent family?

• Name of spouse or significant other?

• Current form of transportation?

• Current child care provider?

• Any history of domestic violence?

• Are you pregnant?

• Are you homeless?

• Currently taking any medications that may alter work performance?

SAMPLE QUESTIONS

5

14

Early Intervention for Performance Issues.6

ABSENTEEISM

TARDINESS

ATTITUDINAL

BEHAVIORAL

14

Clarifying Expectations: Cultural On-Boarding

Success Factors (cultural)Lunch with Senior Managers (cultural)Safety and Environmental

Policies & ProceduresDiversity, Inclusion, Racism and CE Culture (cultural)

Inventory AccuracyBenefits In BriefQuality System OverviewOperational Excellence

Hidden Rules of Economic Diversity (cultural)ACE Training (CE Intranet)

Financial RealityCE Cultural Review (cultural)

MONDAY

TUESDAY

WEDNESDAY

THURSDAY

FRIDAY

WORK RAMPING ORIENTATION

7

14

Modified Policies, Procedures, and Programs

• Changed our orientation program (first week)

• Modified our Pay for Contribution System• Sick Child as a viable reason to be absent• Early intervention process for FLL• “Buddy” system for new employees• Mandatory money management class

8

14

What would you like to know?

??

??

??

?

Yeah! But what’s the bottom line impact?

Is Doing Good for People, Good

Business?

W 2

C

Welfare-to-Career

at Cascade Engineering

Ave

rage

Mon

thly

%

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 20130

2

4

6

8

10

12

14

16

18

14.6%

16.8%

13.3%

5.9%

3.8%

2.4%2.0%

4.0%

3.3%2.2%

1.9%

2.5% 2.9%2.4%

1.4%

2.5%

W2C EMPLOYEE TURNOVER

AVERAGE MONTHLY

Book: Framework for Understanding Poverty

Started WorkRamping Orientation

DHS NewAssessment

Policies changedSick Children

DHSOn-site

1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 20130

0.5

1

1.5

2

2.5

3

3.5

4

1.8%

3.0%

3.5%

2.8%

1.9%

1.4%

1.2%

1.9%

1.5%

1.3%

0.7%

1.5%

0.3%

1.2%

0.6%

1.0%

CE EMPLOYEE TURNOVERNON W2C

AVERAGE MONTHLYStarted Work

Ramping Orientation

Policies changedSick Children

Servant Leadership focus and expectation

for leaders set

Personal Effectiveness

Profile

In 2004 the W2C program saved the State of Michigan

approx. $974,976/year

(87 cases)

CORPORATE SOCIAL OPPORTUNITY

W2C

TheSOURCE

Pathways to Potential

Re-entry

Pink Carts

PEO

PLE

PLA

NET

PROFIT

Anti-RacismStatement

Awards• Ron Brown• Michigan Manufacturer

of the Year• Goodwill

Publicity• Conference Board• HR Magazine• Stanford• Cornel• U of M

Over $460,00057,864

Lunch with FredStar Awards

About 1.5 million children (1 in 5) die each year from diarrhea. (Source: UNICEF/WHO)

http://thepinkcart.com/curb-cancer/

What is employee dedication, loyalty and commitment worth to an organization?

??

??

??

?

Give me a dollar value.

What is having a positive reputation worth to a company?

??

??

??

?

Give me a dollar value.

Strategic Objective: To be an Employer of Choice


LowTurnover & Best

People

LowTurnover & Best

People

EffectiveTeams

EffectiveTeams


Satisfaction


CULTURE (people treat one another with dignity and respect)

ENLIGHTENED LEADERSHIP

Leaders who. . .

- Are servant leaders- Develop high trust relationships

- Create an inclusive culture

- Have courage to provide performance feedbackbalanced with consideration

- Listen to and are willing to be influenced by employee feedback

- Are approachable

- Are emotionally mature

ORGANIZATIONAL PRIDE (community engagement)

DEVELOPMENT OPPORTUNITIES CAREER GROWTH OPPORTUNITIES SAFE WORK PLACE MEANINGFUL WORK (personal value in what they do)

JOB SECURITY COMPETITIVE COMPENSATION and BENEFITS POLICIES AND PROCEDURES (support and reinforce)

INPUTS

Productivity

Scrap

Quality

Waste

DowntimeCosts

Housekeeping


ImprovementSafety

QUESTIONS

Dave Barrett616-975-4890

[email protected]

September 24, 2015 Employer of Choice and W2C - the connection - Dave Barrett Director of Talent...

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Transcript of September 24, 2015 Employer of Choice and W2C - the connection - Dave Barrett Director of Talent...