Brian Edwards Publisher - MiBiz•The basics – review/update compensation, benefits, rewards, recognition, performance management ... (and will increase another 4% in 2018) EXTERNAL

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


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


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)


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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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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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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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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Freedom, Family, Hope, Reward

Partnership Integrity Personal Worth Achievement Personal

ResponsibilityFree

Enterprise

Alignment With Company Values

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22


An Integrated Work System

Social (People, Teams)

Technical (Equipment,

Processes, Systems)

CAPABLE AND STABLE

23


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


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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.



Top Ten Behaviors


25


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.



Top Ten Behaviors


26


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


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


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.


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

Brian Edwards Publisher - MiBiz•The basics – review/update compensation, benefits, rewards, recognition, performance management ... (and will increase another 4% in 2018) EXTERNAL

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