8=3DBCAH =4FB Get caught up on all the latest industry news 4 C74 $ C7 0==D0; C>A>=C> 8<?A8=C 20=030 B7>F 14 50;; F8=C4A F40A01;4B Browse through some of the newest and most stylish wearable offerings from the industry's best suppliers 20 F7>;4B0;4 A4C08; B0;4B Statistics Canada's reports on wholesale and retail sales figures for period ended May'14 36 WHAT'S INSIDE 9MZNWZUIVKM 6IVIOMUMV\ KWV\QV]ML WV 9IOM 2VVW^I\QWV KWV\QV]ML WV 9IOM How effective is your company's Performance Managment System? By Gavin Rouble, MA CMA A Tristan Communications Ltd. Publication Volume 21, Issue 6 1RYHPEHU'HFHPEHU IMPRINT CANADA THE MARKETING AND INFORMATION SOURCE FOR IMPRINTABLE PRODUCTS /!! 0$! )+/0 1*%-1! 2!.0%/%*# /,!%(05 ,.+10/ *+3 2%((! 3$*( ?A4<8D< BD??;84B 4@D8?<4=C $!' +10 0$! *!3!/0 !+.0%*# /1,,(%!/ * !-1%,)!*0 Cracking the Code to Innovation The 7-Step Template That Can Help Bring Success By Neal Thornberry, Ph.D Many business owners and executives will tell you that they want innovation within their organization, but when an ambitious employee offers up an outside-the-box solution to a CEO, manager or decision maker, the idea is oſten shot down or ignored altogether. Senior leaders oſten miss the value-creating potential of a new concept because they either don’t take the time to really listen and delve into it, or the innovating employee presents it in the wrong way. Dr. Neal ornberry, faculty director for Innovation Initiatives at the Naval Postgraduate School in California, recently published his book Innovation Judo, which is based on his years of experience teaching innovation at Babson College in Massachusetts, and advising an array of corporate clients, from the Ford Co. and IBM to Cisco Systems. $ cW 0]]dP[ C^a^]c^ 8\_aX]c 2P]PSP BW^f C^a^]c^ 8\_aX]c 2P]PSP BW^f Toronto Congress Centre, North Building 650 Dixon Rd, Toronto, ON M9W 1J1 January 9-10, 2015 8KHUH WKH EUDQGVDUH2VVW^I\Q^M [WT]\QWV[ IZM JM[\ XZM[MV\ML I[ WXXWZ\]VQ\QM[ ZI\PMZ \PIV QLMI[ QN \PMa _Q[P \W PI^M \PM JM[\ KPIVKM WN JMQVO ILWX\ML Consider the time, effort, money, and (sometimes) frustra- tion that can go into recruiting new employees. Whether you manage a department or are a member of your company's senior leadership team, you have likely experienced first hand how important it is to find the right person for the job the first time and then to retain them to avoid having to repeat the process. One of the most effective tools that management has to retain its best employees is a comprehensive employee performance management system. Whether consisting of a simple performance review or a more complex monitoring and reporting system, employee performance management can be used to keep employees engaged and motivated, leverage employee strengths, and help good employees to become great. Conversely, employee performance management is also used less effectively, as more of an “employee policing” tool to ensure employees are actually fulfilling their basic obliga- tions and duties. Regardless of the focus of employee performance man- agement in your organization, it is highly probable that the performance being "managed" is centred on task- or project- related results and outcomes as defined by an employee's job description. However, by restricting the definition of "employee perform- ance" to how well an employee performs as a contributing member of the company based solely on outcomes, exposes a giant flaw in the process. D=8@D4 03 B?42 ?A>3D2CB 3$*(
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Transcript
Get caught up on all the latest industry news 4
14
Browse through some of the newest and most
stylish wearable off erings from the industry's
best suppliers 20
Statistics Canada's reports on wholesale and
retail sales fi gures for period ended May'14 36
WHAT'S INSIDE
How eff ective is your company's Performance Managment System?By Gavin Rouble, MA CMA
A Tristan Communications Ltd. Publication Volume 21, Issue 6
IMPRINT CANADATHE MARKETING AND INFORMATION SOURCE FOR IMPRINTABLE PRODUCTS
Cracking the Code to InnovationThe 7-Step Template That Can Help Bring Success By Neal Thornberry, Ph.D
Many business owners and executives will tell you that they want innovation within their organization, but when an ambitious employee off ers up an outside-the-box solution to a CEO, manager or decision maker, the idea is oft en shot down or ignored altogether.
Senior leaders oft en miss the value-creating potential of a new concept because they either don’t take the time to really listen and delve into it, or the innovating employee presents it in the wrong way.
Dr. Neal Th ornberry, faculty director for Innovation Initiatives at the Naval Postgraduate School in California, recently published his book Innovation Judo, which is based on his years of experience teaching innovation at Babson College in Massachusetts, and advising an array of corporate clients, from the Ford Co. and IBM to Cisco Systems.
Toronto Congress Centre, North Building650 Dixon Rd, Toronto, ON M9W 1J1
January 9-10, 2015
Consider the time, eff ort, money, and (sometimes) frustra-tion that can go into recruiting new employees.
Whether you manage a department or are a member of your company's senior leadership team, you have likely experienced fi rst hand how important it is to fi nd the right person for the job the fi rst time and then to retain them to avoid having to repeat the process.
One of the most eff ective tools that management has to retain its best employees is a comprehensive employee performance management system.
Whether consisting of a simple performance review or a more complex monitoring and reporting system, employee performance management can be used to keep employees engaged and motivated, leverage employee strengths, and help good employees to become great.
Conversely, employee performance management is also used less eff ectively, as more of an “employee policing” tool to ensure employees are actually fulfi lling their basic obliga-tions and duties.
Regardless of the focus of employee performance man-agement in your organization, it is highly probable that the performance being "managed" is centred on task- or project-related results and outcomes as defi ned by an employee's job description.
However, by restricting the defi nition of "employee perform-ance" to how well an employee performs as a contributing member of the company based solely on outcomes, exposes a giant fl aw in the process.
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Innovative concepts and solutions should be pre-sented as opportunities rather than ideas because the former have gravitas while the latter do not.
Th e following template for innovation which is out-lined below, is tried, tested and true to success.
1. Intention: Once the "why" is answered, leaders have the beginnings of a legitimate road map to innovation’s frui-tion. Th is is no small task and requires some soul searching.
I once worked with an execu-tive committee, and I received six diff erent ideas for what ‘innovation’ meant; one wanted new products, another focused on creative cost-cutting, and the president wanted a more innovative culture. Th e group needed to agree on their intention before anything else.
2. Infrastructure: Th is is where you designate who is responsible for what. It’s tough, because the average employee will not likely subject themselves to new responsibility and potential risk without any tangible incentive.
Some companies create business units specifi cally focused on innovation, while others try to change the company culture in order to foster innovation throughout. Creating a culture of any kind takes a very long time; I recom-mend not waiting for that in order to execute.
3. Investigation: What do you know about the problem you - as an organization - are trying to solve or innovate?
IDEO may be one of the world’s premier organiza-tions for investigating innovative solutions; suffi ce to say that the organization doesn’t skimp on collecting and analyzing data.
When you have arrived at this point in the innovation template, data collection is absolutely crucial.
Brainstorming is a popular exercise, however this can oft entimes result in futility, especially if participants come to the table with the similar ideas, knowledge and opinions that they had in prior meetings , and with no new data at their disposal.
4. Ideation: Th e fourth step happens to be the most creative and fun. Unfortunately, it also happens to be the part that many companies jump to fi rst.
Th is is dangerous because you may uncover many exciting, creatively good ideas, but if the right context and focus aren’t provided up front - and team members cannot get on the same page - then a company is likely wasting its time.
Th is is why intent must be the fi rst step for any company seeking to increase its innovative prowess. Innovation should be viewed as a set of tools or pro-cesses, and not a destination.
5. Identifi cation: Here’s where the rubber meets the road on innovation. Whereas the previous step was
creative, now logic and subtraction must be applied to focus on a result. Again, ideas are great, but they must be grounded in reality. An entrepreneurial attitude is required here, one that enables the winnowing of
ideas, leaving only those with real value-creating potential.
Innovation without the entre-preneurial mindset is fun, but ultimately folly.
6. Infection: Does anyone care about what you’ve come up with? Will excitement spread during this infection phase? Now is the time to fi nd out.
Pilot testing, experimenta-tion and speaking directly with potential customers will begin to give you an idea of how innov-ative and valuable an idea is. Th is phase is part selling, part
research and part science. If people can’t feel, touch or experience your new idea in part or in whole, they probably won’t get it.
Th is is where the innovator has a chance to reshape their idea into an opportunity, mitigate risk, assess resistance and build allies for their endeavor.
7. Implementation/Integration: While many talk about this fi nal phase, they oft en fail to address
the integration part. Implementation refers to tactics that are employed in order to put an idea into practice. Th is is actually a perilous phase because, in order for implementation to be successful, the idea must fi rst be successfully inte-
grated with other activities in the business and aligned with strategy.
Innovation solutions, even if they do receive support from top management, can still fail if a department doesn't understand how to work with it or make it work.
News
Neal Thornberry, Ph.D., is the founder and CEO of IMSTRAT, LLC a consulting fi rm that specializes in helping private and public sector organizations develop innovation strategies that create economic value by increasing an organization’s eff ectiveness and effi ciency.
A respected thought leader in innovation, Thornberry is a sought-after international speaker and consultant. He also serves as the faculty director for innovation initiatives at the Center for Executive Education at the Naval Postgraduate School in Monterey, California and is the author of the book Innovation Judo: Disarming Roadblocks & Blockheads on the Path to Creativity.
Thronberry holds a doctorate in organizational psychology and specializes in innovation, corporate entrepreneurship, leader-ship and organizational transformation.
For more information, please visit www.NealThornberry.com.
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Th is fl aw comes back to the cause and eff ect rela-
tionship between an employee's inputs into their work
(eff ort, commitment, initiative, et
cetera.), and the outcomes of those
inputs (completed tasks and pro-
jects). Th is relationship between
input (cause) and outcome (eff ect)
implies that even the best employ-
ees will simply not perform well,
based on this restrictive defi nition,
if their inputs are impeded in any
way.
In many work environments
- especially those with no com-
prehensive confl ict management
system in place - a common factor
that impedes an employee's inputs
(e.g. eff ort, attention to detail, et
cetera) is employee incivility.
Employee incivility can be defi ned as the follow-
ing: any behaviour exhibited by an employee that is intended to be, or perceived as intended to be, rude, off ensive, discourteous, or harmful to another employee.
Th is can quickly cause the performance levels of your
top-performers to plummet in no time.
Consider this real-world example that was recently
dealt with: A manufacturer had created a culture of "healthy
competition" amongst its sales people. Th e idea was
that individual sales people would compete, in a
friendly and sportsman-like manner, to achieve "top
spot" each month and win bragging rights.
Unfortunately, this competition brought out the
worst in a couple of the sales people and this became
apparent when the elderly parent of one of the top
sales people unexpectedly had some medical issues
that needed attention requiring the salesperson to be
absent from work at odd times throughout the day.
Two other salespeople, both of who allowed their
desire to win cloud their judgment and aff ect their
workplace behav-
iour, quickly noticed
these absences. Th ey
began spreading false
rumours about their
colleague to "explain"
his absences in the
hopes the rumours
would "throw him off
his game" enough that
they could each move
up in the standings for that month.
Unfortunately, their behaviour achieved its desired
eff ect as the rumours gained a life of their own to the
point where other employees in the company who
believed the rumours to be true were harassing the
targeted salesperson.
As a result, the sales of the top performer fell steadily
to the point that he received a written warning from his
manager that he needed to improve his results. Despite
this salesperson having the proven skills, desire, and
commitment to perform at a high level, he was unable
to do so because of the harassment he was receiving.
His head was no longer in the game, as it were.
Under the company’s existing performance man-
agement guidelines, focusing only on outcomes, the
two antagonists would have been rewarded for their
sales performance (and their inappropriate behav-
iour towards their coworker). Fortunately this was
prevented as management took action to investigate
the matter in more depth.
Six weeks aft er this event - and a few long discus-
sions about maximizing employee performance later
– employee civility was incor-
porated into this company’s
performance management sys-
tem to prevent a reoccurrence
of this type of behaviour.
A criticism to the inclusion of
employees' behaviour towards
one another in a performance
management system, is that its
measurement is too subject-
ive, diffi cult, or unreliable. In
response to this most common
criticism, we answer this is not
the case.
With suffi cient training and
the selection of performance
metrics based on quantifi able
evidence and observable behaviours, managers can
incorporate employee behaviour into their evaluation
of employee performance in a defensible, objective
way.
A few easy to monitor suggestions are:1. Th e number of complaints against an employee (or complaints regarding their behaviour).2. Th e number of instances an employee has aided a colleague when they were not required to do so (based on specifi c observed or reported examples).3. An employee’s participation in offi ce gossip or the rumour mill (yes or no).4. Th e number of times an employee is observed or reported acting out of alignment with the company's key values.For a more complex performance metric, a short,
simple survey can be created that asks employees to
rank their colleagues' specifi c behaviours. Each ranking
can have a score attached
to it and an employee's
overall score will deter-
mine their “behavioural”
performance.
Regardless of which
method is used, it is
critical to treat behav-
iour-based perform-
ance metrics like all of
the others; this means it
may have an impact on an employee's compensation,
bonuses, job progression, et cetera.
Many companies talk about creating a high per-
forming workplace culture but few have woven
employee civility and behaviour into the fabric of their
culture through the use of their employee performance
management system.
By formalizing the relationship between overall
employee performance and how civil they behave
towards their fellow employees, management can take
a signifi cant step towards creating the productive, high
performing teams that are the foundation of profi table
companies today.
Gavin Rouble is VP, Finance & Operations for The 2% Factor, a
global workplace confl ict management training and consulting
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Manufacturing Sales Rise Again in SeptemberCanadian manufacturing sales rose 2.1 per cent in September to $53.0 billion, the
eighth gain in nine months. Th e increase follows a 3.5 per cent decline in August.Most of the increase in September stemmed from higher sales in the transporta-
tion equipment industry. Excluding transportation equipment, manufacturing sales rose 0.6 per cent. Th e primary metal and food industries also posted sales gains.
Constant dollar sales rose 2.3 per cent, indicating that a higher volume of products was sold.Ontario & Quebec Lead Increases
Manufacturing sales rose in eight provinces in September, led by Quebec and Ontario, see Figure 1.
In Quebec, sales advanced to $12.9 bil-lion, the sixth rise in nine months, and a 11.5 per cent increase from same period last year. With this advance, the sales level for the province was the highest since July 2008.
Th e gain in September was mostly attributable to increases in the aerospace product and parts industry (+38.3 per cent) and the primary metal industry (+10.7 per cent).
Sales in Ontario rose 8.2 per cent from 2013 to $24.5 billion in September. Th e increase was mostly due to higher sales of transportation equipment. In particular, motor vehicle sales rose 4.6 per cent and motor vehicle parts sales were up 7.7 per cent.
Alberta manufacturing sales increased 9.0 per cent from the same period last year to $6.7 billion in September. Th e increase stemmed from higher sales in the petroleum and coal product (+2.8 per cent) and the food (+5.0 per cent) industries.
Sales in British Columbia also rose 9.0 per cent from September 2013 to $3.7 bil-lion. Th e increase was led by higher sales in the wood product, transportation equipment, and paper industries.
Th e maritime provinces experienced drops in sales, with Newfoundland and Labrador and New Brunswick off set a portion of the gains in September. In Newfoundland and Labrador, sales were down 30.7 per cent from September 2013, down to $315 million. While this decrease is relatively large, it is import-ant to note that manufacturing sales for Newfoundland and Labrador are volatile compared with the other provinces.
New Brunswick’s manufacturing sector posted a decrease of 14.0 per cent from the same period last year to $1.5 billion in September. For both provinces, lower non-durable goods sales were responsible for the declines.
Sales of Clothing, Textiles and Textile Products see notable increasesSales from Canadian textile mills in September 2014 amounted to $128 million,
an increase of 9 per cent from the same period last year, and up slightly from the previous month, see Figure 2.
Clothing manufacturing sales also increased with $226 million in sales for the month of September 2014, which is up almost 20 per cent from the same period last year and up slightly from the prior month.
Sales advance in other key industries
Sales advanced 9.5 per cent in the transporta-tion equipment indus-try, reaching $9.9 bil-lion in September. Notwithstanding a 12.1 per cent decline in August, sales have been on an overall rise in 2014. On a year-to-date basis, sales for the industry were 8.8 per cent higher than the same period in 2013.
Production in the aerospace product and parts industry rose 22.0 per cent to $1.9 billion in September. Th e gain was the largest since September 2012 and partly refl ected an appreciation of the US dollar relative to the Canadian dollar. Much of the data in the aerospace industry are reported in US dollars.
In the motor vehicle industry, sales rose 4.8 per cent to $4.8 billion in September. Th e increase refl ected some plants returning to normal production levels follow-ing partial shutdowns in August. Motor vehicle parts sales also rose in September, up 7.5 per cent to $2.2 billion, the seventh increase in nine months.
Sales were also up in the primary metal and food industries. In the primary metal industry, sales rose 5.9 per cent to $4.4 billion, the sixth consecutive monthly gain. Food sales increased 2.1 per cent to $8.1 billion. In both industries, higher sales were widespread.
In the petroleum and coal products industry, sales declined 5.7 per cent in September, off setting some of the gains. Some refi neries were partly shutdown in September for maintenance and turnaround work. Although such work is typical, the shutdowns this September were more extensive than usual.
SOURCE: STATISTICS CANADA
MANUFACTURING SALESSeptember 2014
100.0
137.5
175.0
212.5
250.0
Manufacturing Sales
Clothing, Textile & Textile Products
($) millions $119
Million
$125
Million
$128
Million
$132
Million
$141
Million$141
Million
$192
Million
$220
Million
$226
Million
Source: Stats Canada
Textile Mills
Figure 2
Textile ProductMills
ClothingManufacturing
August 2014
September 2014
September 2013
0 2 4 6 8 10 12
Provincial Manufacturing Sales Inreases September 2013 - September 2014
(% change)
CANADA
PEI
QC
ON
MB
AB
SK
BC
Figure 1
Source: Statistics Canada
+7.3%
+8.5%
+11.5%
+8.2%
+2.1%
+1.5%
+9.0%
+9.0%
Total Sales for Sept 2014: $52.9 billion
$141 million
$12,851 million
$6,708 million
$24,451 million
$3,663 million
$1,345 million
$1,365 million
percentage (%)
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