Employee Engagement

Peter Charlton Manufacturing Excellence Roundtable

Introduction What is EE? Why is it important The issues How do companies do it How do leaders do it.

What is EE
Money buys presence not passion

Engagement = involvement of the whole person

Why is it important
Continuous improvement, thinking, cooperation, teamwork, productivity, business strength, profit, continued employment. It helps satisfy basic personal needs: belonging, self esteem and self actualisation. (Maslow ..)

The MERt CIWG

Topic
Meeting # 1 Meeting # 2 Meeting # 3 Meeting # 4 Meeting # 5
April 5, 2006 @ Coke May 3, 2006 @ Wrigleys June 14, 2006 @ Pfizer June 28, 2006 @ Parramatta August 16, 2006 @ Cochlear
Scoping the series What we are doing in EE. The Popcorn / Video session. Employee Engagement Activities A day in the life of an operator, team leader, manager or CEO

The Issues @ MERt EE CIWG

Level 1
1. 2. 3. What is Employee Engagement? How should EE be rewarded? Should the focus of EE be limited to Operators or should it also include middle management 4. How to ensure that EE is not seen as a fad. 5. What are appropriate EE strategies 6. The philosophy behind EE 7. How much time should be spent on EE 8. Management level engagement 9. Metrics for EE Business improvements 10. Metrics for EE Employee response improvements 11. Should operators engage with the company, their department or their manager 12. Do the employees understand why EE is important to the company

The Issues @ MERt EE CIWG

Level 2 The practices of EE Can EE threaten some employees How to engrain EE into the whole day How to get operators to give their ideas How to handle the ideas Do the employees understand why EE is important to the company Why do some employees want to be engaged and others not.

How do companies Engage

Step 1 Step 2 Step 3 Step 4 Top management must be in. Entrench the philosophy. Show the employees that the Company cares Training, training and training reward good EE behaviour.

Coke.
Team meetings Noticeboards - information and kpi information Team of the month tracking on plant notice boards Employee Opinion Surveys People / Site plans formulated based on feedback Team Talk Roadshow - national & Operations Council Annual Family day Wahoo team activities Team building Skills / Engagement discussions Career development processes Service Awards Coke Zero Launch Coaching culture Promise sessions

Wrigley 1
Communication Shift start up meetings MBU1 Team meetings MBU2 Factory Leadership Team Meeting Town Hall meetings Scorecards displayed KPIs and production information Employee Opinion Surveys Storyboards Breakthrough & Kaizen Product Launch information & giveaways Global Company News Leadership Move towards Coaching culture Walking the floor Skills / Engagement discussions Appraisals Career development processes Training Breakthrough, Certificate level III in Food Handling, Diploma in Frontline Management

Wrigley 2
Teamwork Action Teams to resolve issues Cross functional teams for Kaizen blitzs Management Goal for 95% of Employees to be involved in a team by end of 2006 5S Champion team Internal awards between rooms Reward and Recognition Factory Open Day Service Awards & Ceremony Monthly employee nominations for job well done Annual Supply Chain Award peer nomination Social Soccer Day Golf Day Fishing Comps Footy tipping comp Christmas Party Social Club

MasterFoods Australia
Engagement levers Pre shift communications Engagement Surveys Daily Toolbox meetings CI process Monthly Area specific meetings Giving a voice Sunday night meetings Family days Monthly Steering meetings Global Make The Difference programme Report card/Escalation process Celebrate Success Information Boards

Arnotts
Reward & Recognition TEAM OF THE MONTH (forms & Criteria) EMPLOYEE OF THE MONTH (Procedures/forms/Spreadsheet) STAR Positive communication, Value & appreciation, Adhoc, * news letter, list of names, STAR lunch with plant manager, biscuits at team meetings (other sites product) Accolade for Action Each TL has budget ($100 per month) (Not regimented to facilitate some initiatives) guidelines only, can reward team or individual-s Employee of the Month (HR mgr, Manuf mgr, 2 previous winners) selection panel, panel presents and casual discussion over their achievements, what they are doing etc. Coffee Shop * Propaganda and feedback Mgr & small group (6) review comprehension of HLIs and CAMS Team Brief formal presentation (PP) informal discussion (Q&A, safety, financials, quality) Safety HLI (High-level Leverage Initiatives) Team (mostly HR and Production rep) PP Presentation Basically Strategic Plan reorganised 5S Boards All lines and departments (just commenced) Annual Awards Targets achievers (financial, safety, quality, production)

Cerebos
Team Meetings Team Training and Review sessions Notice boards for communication Quarterly Business Performance and communication sessions with catered lunch. Business Performance Review meetings Leading Hands Communication sessions Service awards New product launch Meetings New product development surveys and testing in the plant canteen Daily taste testing in QA Lab Team representation on new equipment purchases Maintenance and Production Team Planning Meetings *

Pfizer
Reward and Recognition Program Monthly Updates Quarterly Awards Annual Gala Night Colleague Surveys Survey action teams Performance Management Systems Objectives Development Planning 360 Assessment of Leader Behaviours Quarterly Reviews Departmental / Team Meetings Review of metrics Pipe Model Daily / Weekly KPI Updates

Carter Holt Harvey

Engagement is driven by the new company Values and the feeling Our Lansvale Family
Values based decision making. Is it right or is it wrong. Consistency of decision making. Regular team meetings. Regular Face to Face presentations. Open Consultation/Communicate with union delegates.

Cochlear
Engagement starts with the recognition that the Operators are the Centre of the Universe
Solutions Box Bright Ideas Development System Quality Tool Box Meeting CCMS Board CMS Training Business Plan Deployment. Level 1* Business Plan Deployment. Level 2* Business Plan Deployment. Team Team Boards (PQCCC) * Our Voice Survey Service Awards Salary sacrifice (for PC) Bonus Fast Response meeting * Team Leaders Forum Xmas party Harbour cruise AGM Birthday celebrations Problem Solving Process WELL English as a second language program. Andon Boards

NEXT TIME
1.) How do Leaders Engage Employees

2.)

Problems of Inter-generational Communication

Professor Linda Duxbury

How do Leaders Engage Employees

What is the role of a Manager, Shift Leader, Team Leader, Leading Hand?

How do Leaders Engage Employees

Listen, listen Get them involved in projects Organise visitors Find common ground Find what makes them tick Build trust You can get people to give you want you want if you give them what they want.

Event: Daily Team Briefing by Shift Manager

A Leader should: ____________________________________________________________
Let team choose some roles for the day or week. For example: Documentation Manager for the day Safety Contact for the day. Cross functional safety walk person Facilitate a buddy check of clothing / ppe. Emphasise the positive Finish on a positive note Celebrate the successes. Use first names as much as possible Use direct eye contact. Provide customer feedback. Praise the team as a whole in the meeting but leave individual praise for a subsequent one-on-one. Use a Story Board or Parking Lot for issues raised that can not be cleared immediately or are not directly relevant. Have an agenda. Determine the aim of the briefing, it is purely pushing information to the team or do you want their ideas and input. If yes, consider the ratio of time the chair person uses to tell as opposed to time the other participants get involved, discuss, internalise, suggest, participate, have their say. ..........................................

Event: One-on-One meeting

A Leader should:
____________________________________________________________

Ask how everything is going. Ask for issues. Be positive, give constructive feedback. Discuss their future expectations Discuss their training targets. Ask what support is required from you.

Event: A Conflict between Team Members

A Leader should:
____________________________________________________________

Be open and listen. Document what is said and what happens. Facilitate as opposed to dictate a solution. Investigate with urgency and listen to both sides then act. Consider How do I empower the Level 4 (Leading Hand) to solve this problem; Remember there is no right or wrong, just two points of view

Event: At most Communication Sessions

A Leader should:
____________________________________________________________

Set the ground rules. Mutual respect One meeting at a time Topics allowed Set aims Establish time frame Agenda Make sure that the team knows it is OK to ask questions and seek clarification. Establish a parking lot for issues and ideas that are out of the scope of the meeting. Maintain eye contact with the team. Set or establish a vocab (perhaps supported by pictures) so every one knows what is being talked about. When a participant gives a negative ask that they also give two positives. .. ...

Event: At a breakdown of machine

A Leader should:
____________________________________________________________

Analyse the situation / data with the operator. Follow the escalation procedure. (Procedure should be beside phone) Communicate expected downtime to the team etc. Do not attribute blame. ..

Event: When a participant insists on discussing another issue in your meeting.

A Leader should:
____________________________________________________________

Set the ground rules for the meeting. Put the off topic issue on the parking lot. Stop them repeating it by saying Your issue is on the parking lot. Get others in the group to assist you redirect the interrupter How many others want to discuss this issue at a later time? If X is a serial interrupter talk to that person off line before the meeting Ask the serial interrupter (and others?) to bring an issue template with four points. How this issue fits into the big picture What has happened since the last up date Issues / Gaps to prevent us moving forward. Next steps and resources required. .. .. .. ..

Event: A Team Member complains about a Leading Hand

A Leader should:
____________________________________________________________

Ensure that the Leading Hands job has been fully defined. Ensure that the Team know what the Leading Hands job is. Support your Leading Hand. Consider How do I empower the Leading Hand (Level 4) to solve this problem Be open and listen. Document what is said and what happens. Facilitate as opposed to dictate a solution. Investigate with urgency and listen to both sides then act. .. ..

Event: An employee exhibits a personal problem

A Leader should:
____________________________________________________________

Ask the individual if it is work or personal. Preferably when off the production floor. Ascertain if counselling is appropriate. Consider the potential need for first aid. General rule of thumb is not to put arm around. Be culturally aware. .. ..

Event: Monthly Operations Meeting

A Leader should:
_____________________________________________________________

See actions listed under daily Operations Meeting. Invite a representative from senior management to chat to the group. Focus on the issues that are covered by the Company values and KPIs Discuss the future Involve employees as much as possible Invite guests from other (customer) departments .. .. ..

Event: Daily shift handover

A Leader should:
_____________________________________________________________

Make any pleasant personal announcements (family, graduations, babies etc) This may be a duplication of what is a company wide announcement on the plasma screen at factory entry, but it is good to do it within the team. .. .. .. ..

Event: When an Operator makes a Suggestion

A Leader should:
_____________________________________________________________

Listen Take notes Do not be negative Refer to the Suggestion Box. Follow up and feedback Give guidance and support and involve operator in implementation. Advertise success. Commit time to listen if not immediately, but when it suits both. .. ..

Event: A Meeting with a Negative employee

A Leader should:
_____________________________________________________________

Always ask for three positives that can be made of the situation they are describing. Ask others for support. Just listen to allow the person to get the problem off their chest. Different people need different approaches so look for the special angle that will work for that person. .. .. ..

Event: Tool Box Talks

Topics could include:
_____________________________________________________________

Explain the Leading Hands job/role. How we handle documentation. Diversity awareness Hygiene Escalation procedure. Importance of signature. Slips, trips and falls Chemical handling. Lifting loads Quality reviews Process reviews. .. .. ..

Next time
Problems of Inter-generational Communication Professor Linda Duxbury