Developing an employee centric culture

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so yes i'm delighted to be introducing the first of our region series and really we got
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together across all the regions and cipd this year to say how do we best service our members how can we be more collaborative and
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provide you with a more integrated program of activity because um our offering is no longer
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about where you live um at this point in time with covered 19 and more about how we can
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support and engage you so yes the southern region are rolling out the first of the series and we will have the
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next one hosted by the northwest and then in the new year we'll have ones hosted by the midlands and the west
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and the midwest so we'll have a whole range of passion of events and we'll get those dates out to you
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and as soon as we can we'll also have a whole range of topics and of course well-being is jumping up
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to the top of the agenda along with engagement and and really i think we'll have a really interesting input from and column
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current today from teleflex and we are going to record the session so if you don't mind we turn on record
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now but i just wanted to say to you first that that is something that we're going to um to do and and of course today
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being the day that's in it is no ordinary day for us as it is the day when the um level five restrictions are coming in
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tonight and for six weeks and that changes both our work and our ordinary lives and
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although we don't like it and we know it's necessary so it's an opportunity for us to take leadership
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around that in terms of how we support people and engage people through this and and encourage and
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compliance recognize that for small businesses out there you know
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pulling down the shutters today is not an easy day and many people will be looking to our employment support
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schemes going forward so that difficulties there and i suppose what we can do to support them online
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we should try and do i mean from our profession what we're hearing is there is an issue around
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morale and engagement because people have a sense that they may be if they're working from home were here
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before but when we did it back earlier in the year a little bit more energy around just a little bit more of
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the unknowing and the uncertainty and now with winter and really we have to actually look at how do we put more
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supports in place for individuals you know well-being is coming through top of the agenda so we're encouraging everyone to
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look at your well-being agenda how can you support people and make sure your your managers are having
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conversations and you yourselves are having conversations so you feel that you're getting that support in place and really
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letting people acknowledge how they feel so just giving people the time is often one of the most positive things that we
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can do at this point in time and because it is about that social contact and many people are missing that not having been
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in the workplace and for for a while and and also i know we were chatting about personal
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development sometimes encouraging people to take on a piece of learning because it gives them a sense of control over what they're doing
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can get them give them a sense of achievement over what they're doing so picking up some small whether it's work related or personal can just be a very
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positive step that people can do um in the m current environment and of course
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we're getting lots of questions about the permanency of remote working particularly when we go into this pattern of where we have high
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restrictions and low restrictions and am i going back to work am i not and who's in and who's out lots
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more questions around coming back and lots more looking at organizational frameworks around saying
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well if this happens this is what it means for our workforce or for particular groups of our staff
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and then of course we have to look after ourselves so as a profession you know we have to try and stay optimistic we can
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feel it too so really to support each other to reach out to each other to reach out to us and hopefully events like this and are
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helpful where we can hear and and learn from each other and today we have a chat facility so
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i'll encourage you to use that chat facility to comment as you go along and also to put in any questions that
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you might have and you can also raise your hand as we go through and as colin is speaking and ask him some
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questions and um unmute yourself and so yes do use um the the chat facility
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and also twitter so use our hashtag at cipd ireland and and let's get it out there a little
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bit on twitter so that we can sort of and show people what we're doing so really and finally for me it's really
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just to actually hand over to andrew in the um of the chair of the southern
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committee who's going to talk specifically about the event and just really i'll say stay faith
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sorry stay safe and good to see you all today thank you very much
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thanks a million mary good morning everybody i'm andrew mulcahy i'm the chair of the southern region of the cipd
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uh in the role about six weeks modern timing um it's a great occasion to be here i've
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been a member of the cipd for 40 years and i didn't realize we were going to have so many people
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and join us we have 277 people registered for today which i make the largest event
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outside of the national event in dublin which is fantastic and i'd also like to welcome the people
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outside the southern region particularly who joined us in midlands and also some inaudible from the uk as
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well which is fantastic it shows how um use of technology like teams and zoom has helped us on to
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travel far distances but whatever leaving our desks or our new desks whatever they may be
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um we're hoping these kind of meetings will afford members the opportunity to attend meetings
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not just in cork or dublin but throughout the country without the need for you to leave the office as mary mentioned the
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regional committees across the cipd and ireland are collaborating to bring members what we hope to be an
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inspiring range of events through 2020 and also into 2021 um the events will be hosted and taught
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by the various regional committees in ireland we have the midlands the midwest northwest south southeast and west and
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we hope you as members will continue to join us for future meetings to stay up to date with developments and to hopefully
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deal with the challenges we face both locally and nationally in this time so the first event today is the topic is
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developing an employee-centric culture engaging for purpose and success and our speaker will be colin coroner vice
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president of human resources for teleflex i just realized that 12 months ago today i was um
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in japan for the long day world cup different did i realize that um in 12 months time we'll be facing a
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pandemic like today we've absolutely slaughtered by the way in the rugby as well so hopefully
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we'll have a much better event today than we did 12 months ago um as you're only two we're on a show
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the covert pandemic has plunged the water into unchartered territory in just a minute eight months there have
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been over 40 million coveted cases globally 1.12 million people have died
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here in ireland along with nearly 1900 people now who died unfortunately businesses and governments are attempting to deal with issues that are
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constantly changing uncertainty and complexity have become the norm what in the workplace and in our own everyday
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life social distancing mask wearing handwashing team zoom pop payments and working from home
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are ongoing features of life in 2020 the global pandemic has enormous economic
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and emotional implications both for organizations and its employees and acquires the need for us all to
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engage in new and discover new engagement strategies colin is going to give us an overview
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of how teleflex has navigated the challenges this pandemic has brought and how the company continues to deliver
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business performance while maintaining high levels of both employee engagement and motivation you'll introduce several
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practical models that teleflex employees in the current business climate to anticipate change to
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adapt accordingly and to maintain employee engagement levels
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i'm just giving some background to colin uh he's in his current role for the past 10 years where he's
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responsible for hr and enterprise excellence activities across 10 effects global supply chain
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these activities include trade transfer integration organization development key
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talent development change management and workforce planning the global supply chain division consists of procurement
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manufacturing logistics and column is responsible for 10 000 employees 25 locations across the
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globe colin is the most impressive list of academic studies i've ever read he holds an mba from the university limerick
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in msc an organization development from burbank in london bachelor of engineering from boston university and diplomas in executive
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coaching strategy training development and employment law it's my pleasure to introduce our spokes
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our speaker today colin corner of telephones would you colin thanks andrew uh good afternoon
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everybody um and thanks for coming to this event um yeah as andrew says a bit of a
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nerd so uh as we go through this uh we can have a lot of conversations etc so i'm gonna share my screen hopefully this
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will work as we got and see this
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no that's the wrong screen so let's go again
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sorry guys you think at this stage i would know how
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zoom works
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here we go i hope you guys see that yep all right uh good afternoon
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everybody my name is colin corn i'm responsible for hr for an enterprise ex from teleflex global supply chain um
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what i'm going to go through today is i'm going to talk a little bit about employment engagement um you'll see that um
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the purpose is employment engagements lessons learned and we are learning um i'm like every company we are
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learning as we go through this pandemic um and the engagement models i will show you today are based on something we've
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worked on the last 10 years um i hope that they'd be practical and also they have they'll get you
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thinking about how they do a few things a little bit different um the agenda is going to be i'm going
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to talk about teleflex uh the last 10 years of change i'm going to talk about employee motivation at the
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individual level and how that works and what or or as an organization or experience of that
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i'm also going to talk and choose models of frame for employee engagement and share lessons we've learned and based on performance management
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so teleflex telfest is a medical device company and i've been working with teleflex now
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the last 11 years and the companies based headquarters for global supply chain is based on the back loan we have
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approximately 300 people there we have 11 000 people colleagues across the world 25
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locations locations from china india malaysia mexico us canada germany check
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over the last few years and the last i would say last two years our turnover is less than two percent
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and our attendance on our sites is 99 it wasn't like always like that and the
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change we've seen as an organization global supply chain we have seen transfers and transfers are
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unfortunately closing stakes in one region and moving to other region we've seen acquisitions and teleflex
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again as an organization we are proactive in acquisitions and we've had several acquisitions over
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the last few years and we grow by acquisitions we've developed four new sites we've had six sites expansion across the globe
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we've seen significant growth and we've seen leadership changes the ceo of telefix is an irishman ian
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kelly based out of a headquarters in wayne in philadelphia so we've seen a lot of leadership
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a lot of changes across the organization to match that hr as an organization our
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vision is to create a high performing adaptable organization it's been our vision for the last four or five years and that's really
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important we want to be high performing but we want to be adaptable we're a medical device organization
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so we adapted the context of our business environment plus our employment environment so we're
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constantly looking at that
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i'm going to talk about employee engagement first of all at the individual level and go individual level i'm going to just talk
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about two theories that we use again there are only frameworks we're not rigid any of this
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it's just frameworks and gets us thinking as an organization first one is uh which one i really like
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is daniel pink he's book drive what drives people and motivates people
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and he came up with three ideas he talks about a sense of purpose give people a sense of purpose give them
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autonomy that they can do their job and give them mastery let them learn something let them develop let them
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get an understanding that they can be very very good at their job whatever that job can is
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and this is broke down a little bit further so in autonomy and again you have to fit if you look at your organization see can
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you actually do this and how much atomic can you give do you delegate no micro management
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what's the mandate of your organization mastery do you know what the conscious
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level for each job is do you give people the right experience do you coach them do you give them the right support they're giving time
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purpose what is the purpose for themselves your organization your department and is there a sense of purpose going
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through the whole organization that drives the motivation make it challenging make a development
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make it fun and another theory then that we've often
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heard and again a lot of colleagues on here from college and we're all learning is the two faculty of motivation herzberg
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they talk about hygiene fact factors and motivation factors hygiene factors cannot be overlooked you
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must make sure that you treat people correctly you give the right salary their working conditions
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their policy supervision relation job security we have made a conscious decision across
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the globe for all our employees we would pay at a certain level from 50 to 75 percentile we would do so
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much compensation that was all done through research and we've done that right across the globe and that has helped us so again the
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conditions that the individuals experience is very very important and we'll see that as we go through some of the
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high performance models again we've seen some of this picture uh
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individual and gay agent is influenced by context your role your working environment your country
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your culture expectations there are some pictures here we've all remembered the poor guy in bbc news when
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his family came in to have a chat with him and his wife came in and pulled these kids back out
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we've seen beautiful buildings apple google et cetera and people work in other conditions such
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as leaf plants it doesn't matter what the context the context is really important for each individual
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and you understand that organization and your own organization so therefore as hr leaders we really
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need to understand the context of our employees a great example i worked with mosgrave before
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and when i joined mozgrave they put us in stores in super value and they put us up with a
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truck driver to understand how the workings of super value work it was fantastic i remember i was um
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behind this door in black rock and cork in the meat counter and friends of my mother came in and
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looked at me and said oh my god i thought he did a good job so they were drawing colin because he was traveling a couple years before this
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he's become a butcher it was a great experience to understand the culture of the organization but also understand
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the conditions of employees so a great example is something that most we've done the past and we have tried to do that with
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intelliflex in some of our sites
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employing bridge it does it drive high performance what i'd like to look at here is organization context impacts engagement
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we need to understand the context of the organization its culture its business objectives its
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business environment we can look at other mods like pestilence quarters five forces
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and but again in hr we're trying to create a highly performing adaptive organization
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in this section i will induce a mod to look at high performance and how engagement sits in that
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this is from uh learning at high performance a ken blatcher book really good and adaptability is made up
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of leadership and vision plus the ability for the organization to flex
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so first of all you the people need to know what the vision and leadership skills are that you can actually adapt the
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organization and do you build in flexibility within your organization that you can actually make that happen
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if we say we want to react to customers needs do we lower individuals do we
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allow our frontline managers to be lower organization to make decisions you can't have a biotic company if you
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want to be flexible so the model that we have looked at over years is this model for high performance
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and you can see that engagement is one lever in that so let me just go through the model the model has seven levers the first
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three levers are strategy leadership and engagement and users can see they're called strategic levers
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are we aligned and engaged to win so does everybody know that strategy the company
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does everybody that we have the right leadership on board that can deliver that strategy and our employees engage on that
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strategy not that employees are engaged um just for the sake of engagement but are they
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engaged for the business to win and that's that's those tree levers you will also see that
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there's operational levers and those operational leaders are managing practices structures systems
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and processes so you're organized to win so in telefix what we have done
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is we are very rigid in our spans and controls a manager can i only have so many people
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reporting into him and their supervisors on our factory floors can only have eight
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people reporting into them those eight drivers have value streams so we have a as that it's just manageable that a
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supervisor or leader is manageable and that brings in flexibility
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insist the processes are your sales force linked to flexibility is your
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compensation and benefit linked to flexibility if you need flexibility in your organization in our
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supply chain if we want to increase our production by 15
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have we got the ability to do that have we got the overtime flexibility have we got the
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shift pattern flexibility and our employees ready for that if it need if needed and finally you can see there the last
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levers talent a very important lever but the tank lever is have you got the right talent not for
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just know for the flexibility you want but in the future and a great example of that for us in
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teleflexes and this is worldwide we all know this within even in ireland
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we operate right across the globe if i look at metrics in malaysia mexico germany czech even the u.s
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women going to college far outstrip males at the moment so in the next
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couple of years we're going to see more and more women flowing throughout the college flowing into the workforce
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and flowing up the leadership positions it's a natural progression that we want to support and intel effects last for years
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it's something we're quite aware of 60 of our employees are women
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so how do you develop that talent that you have that pipeline coming through also you know in the future so in
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malaysia for instance we have one site and the site is uh we have two sites in nation one site is in
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kudum the vast majority of people in that site are muslim so on friday afternoon we allowed to
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have an hour and a half to go prayers we bust them to the synagogue and we bring them back to silicon side to move to the thing
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and bring them back we also give them that structure in that time period when they go through
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their ramadan and in their religious holiday we support them because obviously canteens they're on
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their fasting how do we support them in other ways we cut over time we caught the hours worked etc
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so how do you do that in czech our employees we have a lot of women again working for us in check we
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moved our shift patterns that ladies can drop their kids to school come to work for us
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work for a certain amount of hours and then go collect our kids so we match our needs
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to the needs of population we're trying to attract so again different organizations different parts
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what i want to show this though is again i'll go through an example of a transformational um
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we went through a transnational change showing this model but as you can see engagement is only
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one part of it
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so i want to go through an uh engagement during transformational change and something we're seeing at the moment so
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we're going to be talking about ascending and receiving site so this is a real example this happened
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the last we've been at this the last few years we've ascending site we were transferring a site in the u.s
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to mexico the sending site 800 people the average length of service
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was 15 years there was a union in place the timeline was two to three years
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the timeline for a medical advice or pharma is that long because you have to
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do registrations in new countries etc so it's going to take that time period
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the production that was in that site was needed in the market and the site leadership team had been in place for 11 years the
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receiving site was a brand new site in chihuahua in mexico so with the building inside
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with the higher employees with could train and develop them and we could develop this whole supply chain support on that site
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as an organization we had a poor track record of delivering transfers before this and
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we couldn't afford any issues with qualities and our service in the middle of this trump was elected
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as well so again a bit more context of what was going on but i give what we did was we when we
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were going through that with a lot of understanding trying to understand okay let's look at the seven levers for the
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sending side to get a bit understanding of the context
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so the seven levers in this case in the sending side we were we assess the levers in the current state we
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assess the site's ability to flex these levers we ask questions like is the site ready
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for change and there's a great model by hold called change readiness which we use
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um can what level change can the site and the leadership handle what is the level of leadership how will
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your change management plan and what's the local environment context the local environment context is where
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where this site was that was very easy for people to get jobs so and these would be seen at very high
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skilled employees so in that context we were trying to keep people for two to three years
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one of the rules we brought in and you we all probably know that in the us you can give people two weeks notice and
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they can leave the organization we brought in a rule that would give people 90 days notice
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they were leaving the organization what i mean by that is that we would we announced that in three
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years time this site is closing we said that each individual 90 days before the site closed we will let you
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know your last day we will also provide you with outsourcing support we will also provide you with job fairs
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etc to see can we get your jobs we worked with the unions we went through all those negotiations as you
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would expect but that's another example of us understanding the context of this site
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so when you gather that in the 70 verse again the example i want to give you is this is how do we gather the data
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you gather the data by kpis sites activities psych metrics employee profile
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budgets compensation benefit botanic management the spans and controls ehs history kpis products improvement
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so there's a lot of data if you were doing an assessment of this of any size at the moment or any business or organization you can use
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this there's a lot of data together that you can do off-site then also obviously we do we would do a
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lot of site visits usually post cover and hopefully pre-cover i would be traveling maybe two
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weeks a month to each to the sites a bunch of us maybe in three weeks a month just to understand what's
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happening with sites and every time we go to a site we would look at canteens we would look at the
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ppe equipment we look at ownership toilets really important the building the environment the open space
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how meetings are held we meet what are the critical skills we've meet the hypos the talent and we just get a
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sense of what the site is when i work for mark a great example one guy said to me in enterprise excellence
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course he said connect you go into a site and you roll up a piece of paper and you
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throw it alongside the bin stand back and see will anybody pick that up piece of paper up and throw it into the bin if you go to a site and
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again for medical designs and pharma um if the site doesn't look well from the outside clean
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painted et cetera would you trust medical devices from that product from that site again i worked in merck
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i worked in ensuring pro in britain in ireland a beautiful siphon outside and merck sites are always looking well all
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the johnson johnson all those medical advice the sites have to look well because it's part of the culture
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if i don't take care of the little things how are you going to take care of these products and our employees
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another example i put up there i i would really encourage anybody that visits the site
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is go to see the toilets of of the employee toilets
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i know that might sound very very strange but how we look after employees their
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workspaces they're if you go to a dc go to where they sit and have a cup of coffee nothing
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just a canteen but their office space for the people on the floor how we look at is there graffiti there how do people
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look after office etc if you walk into an office in one of your sites if i walked into one of your
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sites or even an office space if i walk through the office do i get a sense of ownership
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do i get a sense that people have their cubes that have they have their own personal stamp on that cube
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what am i seeing there so again there's a lot of data a lot of things we can experience as we go through
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and visit a site again if you look at the seven levers people might ask well i don't get a car
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which lever would you use so i just the red code here you see the codes i've done for the levers
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so i've said the strategy is read the leadership is read engagement is read imagine practices are
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green yellow for destruction systems and talent is is red so one of the things we always
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do in our transfers every week we do an orb chart and we do color coded for the people to see where
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the people's people are so in the leadership if you look at a north chart for a site we
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would have red green for each person are they on board with the change are they ready for the change what and
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then we kind of say what we need to do to get that person on board there has been examples in the past
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where we've gone to a site and there's a person that just cannot get on board with something like this change
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and we've gone and talked to them and we've moved them out of the organization quicker we give them full payment we
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were open with it to everybody but it wasn't from them and they were more disruptor they were influencing
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that we didn't want and we came to mutual agreement so something like a heat map of your people again you get an understanding
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very quickly it's not overly scientific but it gives you an indication where people are
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and you can see the first level i've said here is uh leadership i really love the quote from ken is
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leadership is injured is the engine and again back at jim collins's book
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good to great first of all who then what
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really good leaders develop really good companies warren buffett put it really well in a
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lot of one of these books he said if you look at an organization if i give you a
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a good leadership team a good management team they cannot manage a poor business into good and it gives
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the example of a hearthstone buggy if your company's developed cars and buggies doesn't matter what leadership a
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team i give your management team that's going nowhere but if i give you a good company
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bad managers and bad leaders can do bad things and he talks about that
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always when he evaluates a company he does all his his metrics he does his internal
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investments eps etc but one of the things he always looks at is the management team
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and the leadership team and are they good for shareholders so leadership is really important and it's the first thing we look at
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i do want to emphasize though it's leadership at every level
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again we look at if you look at leadership at individual levels and i just put focus on key decision makers in
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every site in your office in your organization there are key decision makers there's the psych leaders there's
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supervisors and there's influencers who are the influence to make things happen that can be a union
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it can be uh it could be the person who runs the canteen it could be the facilitators manner it
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can be the ehs manager it could be a person on the on the shop floor that's just really
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influencing a lot of people our experience is that supervisors are key and we have done a lot to
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develop our supervisors and if i go back to that individual drive motivation
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we make sure that the supervisors have a sense of purpose they know what the products do where medical advice our products matter
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our products help people have better lives and save people we give them autonomy we give
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them enough autonomy that they can make decisions for their value stream the part that they're
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they're empowered to take care of and again we give mastery we give them skills we update our skills span and
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control and practices so again there are people in your site that are really important for this
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sending site and the receiving site supervisors were key we brought them off-site we developed them
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we gave them skill sets to coach and develop them and we brought in things like yellow bells and six sigma we brought in
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project management skills again to make sure that their cv looked better when they moved on
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we also to help some people on one site leader particularly and not this project another project we
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allowed him and supported him to go through an mba while he was supporting and sending side which was a massive
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amount of work for him personally but he left the organization with an mba with experience of a transfer
31:48
really helped his leadership and moved on to a better role so again what motivates people what can
31:54
you get to do what are they willing to do for you as an organization and match that
32:01
again this might sound again you saw data is really important for us all nowadays all of us as
32:07
organizations and learning what what data really matters the data i'm trying to show here is that
32:15
your best supervisor gives you a better return on investment than investing in engineers and sites
32:21
when you're trans transferring them so what i mean by that is that if we
32:26
invest we've we've found if we invest in our supervisors they influence a lot of our direct labor
32:34
they influence a lot of our people on the ground they influence the management culture
32:40
they influence everything kpis etc so if we look after our supervisors
32:45
our experiences they look after employees and if they look after employees we've got employment engagement we also
32:53
do in the supervisors that we pick supervisors and we under try to we've rotated supervisors
33:00
as well so the supervisors that we thought were the best we sent from the us to mexico
33:05
we trained before they went to mexico to understand what they were doing what they were getting themselves into
33:10
and we trained the mexican receiving side to say there's a bunch of supervisors coming down
33:16
this is how this is what the expectation from all of us that we work professionally and that worked really really well and
33:22
we people that rotated two and three months at a time mexican supervisors going to the us and vice
33:28
versa so we really got they're the supervisors to us are influencers they're the culture owners they're the
33:35
owners of the kpis and their owners of the whole profile of the organization so again
33:40
the return on investments is in production employee engagement
33:46
so what i'm trying to show here in this slide is that employing engagement is a broader view we do a lot of
33:53
activities as you would expect for any organization we do csr activity we do employment engagement we do our christmas parties we do
34:00
surveys etc etc but employee engagement if you're looking for high performance
34:06
must be within the remits of a high performing organization and the seven levers here i've just
34:12
again i've built them out saying employment engagement fits within those
34:17
so your strategy in this case we're closing its size we talk we focus on the customer we talk
34:23
about pipe timelines we give a sense of purpose we looked at the leadership
34:28
and supervised influence union reps etc we looked at the quality and quantity of our
34:33
engagement as we went through this activity we did have a sense of pride we recognized
34:39
people leaving the organization somewhat 20 years of service we celebrated that and we made sure we
34:45
had we recognized that it was happening we did communication we looked after the
34:50
hygiene factors etc in the structures we put in new span and controls
34:55
so again back that supervisor a people we value streams to us our production
35:01
based on this product is made by this value stream and we've got
35:06
people to own that a great example that on our check site is we've tested our trade um
35:16
are people taking complete ownership of a value stream so an example is in czech there was a
35:21
bunch of ladies came to us and they said we'd like to take ownership after doing yellow belt course and they said we'd like to take
35:27
ownership of our value stream and we reckon we can make it better
35:32
we said okay there was about 25 people involved three supervisors they went and they
35:39
over about six month period with coaching they completely revamped that that line
35:46
production went up quality it went up everything went up and a real sense of ownership
35:53
one of the ladies that went down this was a supervisor there is now a manager again i'm not saying we're perfect
36:00
there's a lot of people that could be on this call from television i can tell you stories about teleflex like all companies
36:05
but we there are examples that we have across the globe management practices are very important
36:10
how your performance management governance etc and in performance management if you
36:16
want a high performing organization performance management matters tom peters talks about
36:22
excellence excellence in execution excellence in what we do if you want excellence
36:28
you have to let people know where they stand and where to stand within the organization so we're trying to get better at that
36:35
we're trying to manage make sure that we keep as i said to you before we keep people paying people at a really
36:40
good rate across the globe but how do we our star performers and people of the
36:45
future how do we performance manage that there's nothing less motivating than people when they see a poor performer
36:51
managers don't have don't handle that it really does create the wrong atmosphere and of our
36:58
experience in the past again we find is that if you manage performance people get a sense of pride of it a
37:05
great example of that again is um i work for an organization a lot of years ago and we we worked with the royal marines
37:13
and any of us probably on the call would never think of joining the royal marines or even the irish army the irish navy
37:19
but the irish army the royal marines that type of an
37:24
organization has a standard and it says this is our standard we're not changing if you wish to join
37:30
and test yourself against that standard come join that standard and come join us but we're not
37:35
compromising and again how do you get that high performance into an organization
37:41
it's different for different cultures and your culture might be completely different from my organization
37:46
but performance management at your level is important and in the context of your organization
37:52
again systems of process are then are they set up for people to win as i said to
37:58
one of the simplest things we did in the past was we allowed supervisors to manage their value stream
38:04
and manage the holiday periods over time etc of their folks before that used to go up to the site
38:09
leader now we said your supervisor you have 100 people in this value stream
38:16
you you organize that get together with your core supervisors and figure out how you're going to manage holidays etc that
38:22
we can give you production at a certain level so that has worked so again you're assisting the process helping the individual motivation
38:29
and then talent what is talent in this context what is talent in the future and what
38:35
what will talent be for your organization if i looked at our breakdown of our organization
38:42
again 60 of our folks are women and in the future and the trans we're
38:48
doing the vast majority of our folks are going to be in malaysia czech germany and uh
38:54
mexico so hopefully in the future and we're seeing we're trying to do this is we're
39:00
we put more people from those regions to senior and senior roles that our employees would see that
39:07
see the reflection of that and drive to a better organization for inclusive
39:12
diversity so i just in summary just
39:19
employment agent is complex it's many influencers it's got the individual it's got the
39:25
context of your organization and the context of your business environment
39:33
so again it's complex cover the basics first the hygiene factors before motivating
39:39
factors there's no point in talking about your core values if your employees are sitting in an office
39:45
that's not clean or it doesn't look right the seven levers are factors that
39:51
influence level employer engagement leadership is the engine and in those seven levers employee engaged
39:58
is only one part of that context is crucial the employee
40:03
viewpoint and what is happening in their world so again i think employee engagement
40:10
matters in the best of times or the worst of times it drives performance of your
40:15
organization we as hr leaders have an important role as employees advocates
40:21
and business partners we ensure employees stories are heard in the context of the
40:27
current business environment we are seeing that today and we're going to see it over the next three or four
40:32
months there's a lot of organizations that are saying at the moment we're in survival mode
40:39
does employ engagement matter it does because employees can help you with your
40:45
performance and if you're in survival mode and you're you're going through that and we are going to as an organization
40:51
a lot of our products are needed in the market a lot of them are elective surgery so we even imbalance right across the
40:57
globe on our engaging employees as we make tough decisions and if we are
41:02
forced to make those tough decisions how we manage that and manage our employees will be really important
41:08
so it's the role that we play in hr i think is a really important role um and i think in part employee
41:15
engagement hopefully you can see is part of the overall organization performance
41:20
so thank you stay safe and thanks for having me
41:37
um we have a couple of questions there colin for you perfect um okay let me take the first
41:45
one uh yes the slides will be made available afterwards um next question where where do you
41:51
begin or on the seven lever model do you look at each level each lever at the same time or do you
41:58
have a starting point a great question i look at all the levers at the same time
42:05
but the truth is those strategic believers are more important because if you haven't got a right strategy and
42:11
if your leadership are not engaged there's no point in adjusting your organization structure or processes
42:17
because it won't matter so the first point is what's your strategy and even a hr function i would encourage
42:23
hr functions to have their own vision within their organization and that gives you within your organization you could
42:29
within hr function if you're only two or three people you can do the seven levers okay
42:35
um next question is how do you how does your organization assess leadership as you said leadership is the
42:43
engine yeah that's a great question um
42:50
we have as everybody probably would know in their own thing we've got composting models we've got core values
42:55
um we've got kpis etc um leadership to us is we've got core
43:01
values is the first thing so behaviors there's probably there there is three pillars of that there's
43:07
what i call knowledge knowledge and education so first of all
43:13
does the person have the knowledge education what that they need to do the second lever is do they have the experience and skills
43:19
so experiences skills have they used the knowledge they've learned and can they show that and third their against behaviors
43:26
so we evaluate our employees through that and we've got competency models not very complicated ones i don't think
43:32
you should over complicate it anything like this i think you should just have a framework and be flexible
43:38
within that framework okay um we have have i time for two
43:43
other questions yeah um how does a small business of 250
43:49
head count begin such a transition as the journey that you've gone on
43:56
i think this started with a small group so 250 people is a big
44:07
and i organizat say to the other thing to do then is if you're obviously hr person do an org chart of your senior leaders
44:14
and use a person just say from what you know at the moment red yellow green
44:22
and start from there okay next one how to manage the employees who
44:29
want to change to new ways and the ones who find it difficult did you do something very specific for
44:36
this yeah so the truth is and again
44:41
i've worked in many organizations many of you have as well right um 42 times in our careers we have other
44:48
conversations when we go through these transfers we have very adult conversations
44:54
with everybody with the employees with the individuals with the leaders we spell out everything this is going to
45:01
happen this site is closing it'll be this time um so i think it's it's that
45:07
conversation start with with with our conversation for all of us all of us have
45:12
one time i've never have reported to good managers bad managers etc
45:18
that's just life having another conversation with yourself as well and saying is this where i am but i think that's where all
45:24
conversations start so i say have started other conversations okay i'm going to combine two questions
45:31
here in the interest of time how to do pdrs in online world and keep
45:36
motivated and also the one-to-one conversations how how would you best recommend those
45:42
strategies great question zoom we've got teams i'm i'm um
45:48
and audrey you know this i'm on calls in the morning from malaysia six o'clock in the morning and
45:55
then my night time six the afternoon is free so it's just conversations guys it is um
46:01
one of the things i i'm i'm learning something at the moment inclusion the verse that we're doing through a lot of conversa
46:07
is listening to people's stories there are people in your organization
46:12
we all have a story to tell that sometimes no one asks in their story if you hear a person's background and
46:19
hear what they're going through people are struggling with working from home other people are loving it
46:24
so i think it's conversations one-on-one you can't be and this works i believe this
46:30
works as best it can it works have i time for one more question
46:38
okay how does how do you think um how do you feel the role of l d will play in
46:43
the new world of work and how will these initiatives affect employee engagement by programs being delivered remotely for
46:49
the foreseeable future i think hr and ld
46:56
are going to be really important over the next few months and six months we are pushing
47:03
extremely hard to roll out training at the moment because people have free time especially people that don't can't go to
47:09
i can't go to the factories we've been more working and people want to engage like this we have monthly town halls we had over a
47:17
thousand people in our town hall last week first time ever people are are looking for
47:23
connections so i think lnd is very important i also think our own personal development
47:28
and making the business cases hr folks in the past and all of us in the past
47:34
know is our time if you can't see that hr makes a difference in this time in crisis and lnd can't make a difference you
47:41
never make a business case you're in the wrong business this is where you can make a case at the moment
47:46
and look i just gave an example i'm reading a book at the moment sent to me by a woman in malaysia and i thought it was a good
47:52
bad thing she said invisible women the role how women play a role in the world
47:58
and what they're doing right so we're all learning we're learning through books we're learning through something so
48:03
none of us have got all this done pat so i think it's a great time for all of us it's great time for hr i know that
48:10
sounds ironic but it is a great time for hr to get their feet under a table and it's a great time
48:15
for us to make a difference in our employees society everything so step up to that and take that and
48:22
sometimes your people don't want to talk to you that's grand i get that all the time but like a car guy we keep on talking anyway
48:28
thank you colin thanks colin um i'm going to introduce
48:34
caroline ward the chairperson of the midlands region who's going to close out the meeting today before i do so colin we have a gift for
48:41
you from uh the irish examiner our sponsor and i'll send it to you virtually at some stage
48:46
with the help of audrey
48:52
and it is from cork as well just for you especially colin and so over to caroline moore uh to
48:58
close out the meeting trees thank you very much andrew uh thank you to colin
49:03
and of course thank you to the southern region uh for hosting this first event in our
49:09
new regional series uh i'm sure everyone will agree that colin provided an excellent
49:14
insight and i have to say it was really great to finish off on such a positive note
49:19
that this is a great time for hr uh i think it's so rare at the moment that
49:25
that you kind of get that kind of rousing feel from something and it's something i'm going to take away
49:30
and certainly bring up in conversations over the next while because i think it is a great way to look at things
49:36
and in particular it was great to see the the real life examples and to get an
49:42
insight into how you were doing things i really loved how practical it felt and i know from reading down through the
49:48
chat column that a lot of people uh really enjoyed your graphics as well
49:53
and found them really accessible and looking for the slides so i think that's always a really really good sign
49:59
i'm conscious of time uh as always so i'm just going to wrap up by and saying that i'm really looking
50:06
forward to the uh the event series at this point it's a real example of taking what was a
50:13
very difficult situation so none of us in the in the committees were used to this uh we normally have
50:20
our face-to-face regional events throughout the year and there was a challenge in in dealing with
50:26
this big change and it has been an opportunity for us to work together as committees something that we've
50:33
talked about for a long time and never managed to action so um we're really cooperating this year and
50:40
trying to turn it into an advantage and i hope that everybody on this
50:45
this session today would agree that it's it's it's kicked off really well with the first event
50:50
as this is the first event in the series we're going to be sending out a questionnaire for some feedback
50:56
just to get a feel for how that this has felt for everybody today to see if there's any changes that you'd like
51:02
to see what you really enjoyed what you think we could improve for the series going forward so we'd really appreciate if you
51:08
could fill out that questionnaire it should be landing in your inboxes over the next few days so just keep an
51:13
eye out for it the next event in the series will be hosted by the northwest region
51:20
and it will be in late november um and we'll be sending you out more information on that in the coming weeks and
51:27
hopefully we'll get to see as many of you as possible there again i have to comment before i
51:32
finish up with that so manny zoom sessions that you're on nobody has their cameras on and it all
51:38
feels a little bit gloomy it was great to see so many people with their cameras on today and it really
51:43
felt like uh like we were all here which i think is a really positive thing too so thanks to everybody for doing
51:50
that and thank you for your time and your attention uh in this session today hopefully you all enjoyed it as
51:56
much as i did and hope you have a great rest of the day thanks very much everyone
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