Developing an employee centric culture
Watch our CIPD Southern Region webinar discussing how to foster an employee centric culture
Watch our CIPD Southern Region webinar discussing how to foster an employee centric culture
CIPD Southern Region hosted the first in our regions series of virtual events where participants heard how Teleflex has fostered its employee centric culture which has embedded employee engagement and stood the test of the pandemic.
COVID-19 has plunged the world into unchartered territory. Businesses and governments are dealing with issues that are constantly changing. Uncertainty and greater complexity have become the norm not only in the workplace but also in everyday life. The global pandemic has economic and emotional implications for organisations and its people therefore there is a need for new employee engagement strategies. We no longer say “post COVID” as COVID has become a way of life and we must adapt accordingly.
Colin gave an overview of how Teleflex has navigated the challenges the pandemic has brought and how the company continues to deliver business performance while still maintaining high levels of employee engagement and motivation. He will introduce several practical models that Teleflex employs in the current business context to anticipate change, adapt accordingly, and maintain employee engagement levels.
Panellist:
Chaired by Mary Connaughton, Director, CIPD Ireland
0:00
so yes i'm delighted to be introducing the first of our region series and really we got
0:05
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
0:11
provide you with a more integrated program of activity because um our offering is no longer
0:16
about where you live um at this point in time with covered 19 and more about how we can
0:22
support and engage you so yes the southern region are rolling out the first of the series and we will have the
0:29
next one hosted by the northwest and then in the new year we'll have ones hosted by the midlands and the west
0:36
and the midwest so we'll have a whole range of passion of events and we'll get those dates out to you
0:41
and as soon as we can we'll also have a whole range of topics and of course well-being is jumping up
0:46
to the top of the agenda along with engagement and and really i think we'll have a really interesting input from and column
0:53
current today from teleflex and we are going to record the session so if you don't mind we turn on record
0:59
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
1:07
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
1:14
tonight and for six weeks and that changes both our work and our ordinary lives and
1:22
although we don't like it and we know it's necessary so it's an opportunity for us to take leadership
1:28
around that in terms of how we support people and engage people through this and and encourage and
1:35
compliance recognize that for small businesses out there you know
1:40
pulling down the shutters today is not an easy day and many people will be looking to our employment support
1:47
schemes going forward so that difficulties there and i suppose what we can do to support them online
1:52
we should try and do i mean from our profession what we're hearing is there is an issue around
1:58
morale and engagement because people have a sense that they may be if they're working from home were here
2:04
before but when we did it back earlier in the year a little bit more energy around just a little bit more of
2:10
the unknowing and the uncertainty and now with winter and really we have to actually look at how do we put more
2:16
supports in place for individuals you know well-being is coming through top of the agenda so we're encouraging everyone to
2:22
look at your well-being agenda how can you support people and make sure your your managers are having
2:28
conversations and you yourselves are having conversations so you feel that you're getting that support in place and really
2:34
letting people acknowledge how they feel so just giving people the time is often one of the most positive things that we
2:40
can do at this point in time and because it is about that social contact and many people are missing that not having been
2:46
in the workplace and for for a while and and also i know we were chatting about personal
2:52
development sometimes encouraging people to take on a piece of learning because it gives them a sense of control over what they're doing
2:58
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
3:04
positive step that people can do um in the m current environment and of course
3:09
we're getting lots of questions about the permanency of remote working particularly when we go into this pattern of where we have high
3:15
restrictions and low restrictions and am i going back to work am i not and who's in and who's out lots
3:21
more questions around coming back and lots more looking at organizational frameworks around saying
3:26
well if this happens this is what it means for our workforce or for particular groups of our staff
3:31
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
3:37
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
3:44
helpful where we can hear and and learn from each other and today we have a chat facility so
3:50
i'll encourage you to use that chat facility to comment as you go along and also to put in any questions that
3:56
you might have and you can also raise your hand as we go through and as colin is speaking and ask him some
4:03
questions and um unmute yourself and so yes do use um the the chat facility
4:11
and also twitter so use our hashtag at cipd ireland and and let's get it out there a little
4:17
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
4:24
just to actually hand over to andrew in the um of the chair of the southern
4:31
committee who's going to talk specifically about the event and just really i'll say stay faith
4:36
sorry stay safe and good to see you all today thank you very much
4:42
thanks a million mary good morning everybody i'm andrew mulcahy i'm the chair of the southern region of the cipd
4:48
uh in the role about six weeks modern timing um it's a great occasion to be here i've
4:54
been a member of the cipd for 40 years and i didn't realize we were going to have so many people
5:00
and join us we have 277 people registered for today which i make the largest event
5:06
outside of the national event in dublin which is fantastic and i'd also like to welcome the people
5:12
outside the southern region particularly who joined us in midlands and also some inaudible from the uk as
5:18
well which is fantastic it shows how um use of technology like teams and zoom has helped us on to
5:25
travel far distances but whatever leaving our desks or our new desks whatever they may be
5:30
um we're hoping these kind of meetings will afford members the opportunity to attend meetings
5:36
not just in cork or dublin but throughout the country without the need for you to leave the office as mary mentioned the
5:43
regional committees across the cipd and ireland are collaborating to bring members what we hope to be an
5:49
inspiring range of events through 2020 and also into 2021 um the events will be hosted and taught
5:56
by the various regional committees in ireland we have the midlands the midwest northwest south southeast and west and
6:02
we hope you as members will continue to join us for future meetings to stay up to date with developments and to hopefully
6:08
deal with the challenges we face both locally and nationally in this time so the first event today is the topic is
6:15
developing an employee-centric culture engaging for purpose and success and our speaker will be colin coroner vice
6:21
president of human resources for teleflex i just realized that 12 months ago today i was um
6:28
in japan for the long day world cup different did i realize that um in 12 months time we'll be facing a
6:35
pandemic like today we've absolutely slaughtered by the way in the rugby as well so hopefully
6:40
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
6:46
the covert pandemic has plunged the water into unchartered territory in just a minute eight months there have
6:52
been over 40 million coveted cases globally 1.12 million people have died
6:57
here in ireland along with nearly 1900 people now who died unfortunately businesses and governments are attempting to deal with issues that are
7:04
constantly changing uncertainty and complexity have become the norm what in the workplace and in our own everyday
7:10
life social distancing mask wearing handwashing team zoom pop payments and working from home
7:18
are ongoing features of life in 2020 the global pandemic has enormous economic
7:23
and emotional implications both for organizations and its employees and acquires the need for us all to
7:30
engage in new and discover new engagement strategies colin is going to give us an overview
7:35
of how teleflex has navigated the challenges this pandemic has brought and how the company continues to deliver
7:41
business performance while maintaining high levels of both employee engagement and motivation you'll introduce several
7:48
practical models that teleflex employees in the current business climate to anticipate change to
7:53
adapt accordingly and to maintain employee engagement levels
7:58
i'm just giving some background to colin uh he's in his current role for the past 10 years where he's
8:05
responsible for hr and enterprise excellence activities across 10 effects global supply chain
8:11
these activities include trade transfer integration organization development key
8:17
talent development change management and workforce planning the global supply chain division consists of procurement
8:24
manufacturing logistics and column is responsible for 10 000 employees 25 locations across the
8:29
globe colin is the most impressive list of academic studies i've ever read he holds an mba from the university limerick
8:35
in msc an organization development from burbank in london bachelor of engineering from boston university and diplomas in executive
8:42
coaching strategy training development and employment law it's my pleasure to introduce our spokes
8:48
our speaker today colin corner of telephones would you colin thanks andrew uh good afternoon
8:55
everybody um and thanks for coming to this event um yeah as andrew says a bit of a
9:00
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
9:06
will work as we got and see this
9:16
no that's the wrong screen so let's go again
9:25
sorry guys you think at this stage i would know how
9:31
zoom works
9:40
here we go i hope you guys see that yep all right uh good afternoon
9:45
everybody my name is colin corn i'm responsible for hr for an enterprise ex from teleflex global supply chain um
9:51
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
9:58
the purpose is employment engagements lessons learned and we are learning um i'm like every company we are
10:06
learning as we go through this pandemic um and the engagement models i will show you today are based on something we've
10:11
worked on the last 10 years um i hope that they'd be practical and also they have they'll get you
10:17
thinking about how they do a few things a little bit different um the agenda is going to be i'm going
10:24
to talk about teleflex uh the last 10 years of change i'm going to talk about employee motivation at the
10:29
individual level and how that works and what or or as an organization or experience of that
10:36
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
10:47
so teleflex telfest is a medical device company and i've been working with teleflex now
10:53
the last 11 years and the companies based headquarters for global supply chain is based on the back loan we have
10:58
approximately 300 people there we have 11 000 people colleagues across the world 25
11:04
locations locations from china india malaysia mexico us canada germany check
11:12
over the last few years and the last i would say last two years our turnover is less than two percent
11:18
and our attendance on our sites is 99 it wasn't like always like that and the
11:24
change we've seen as an organization global supply chain we have seen transfers and transfers are
11:30
unfortunately closing stakes in one region and moving to other region we've seen acquisitions and teleflex
11:37
again as an organization we are proactive in acquisitions and we've had several acquisitions over
11:42
the last few years and we grow by acquisitions we've developed four new sites we've had six sites expansion across the globe
11:49
we've seen significant growth and we've seen leadership changes the ceo of telefix is an irishman ian
11:56
kelly based out of a headquarters in wayne in philadelphia so we've seen a lot of leadership
12:03
a lot of changes across the organization to match that hr as an organization our
12:11
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
12:17
important we want to be high performing but we want to be adaptable we're a medical device organization
12:23
so we adapted the context of our business environment plus our employment environment so we're
12:29
constantly looking at that
12:34
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
12:40
about two theories that we use again there are only frameworks we're not rigid any of this
12:45
it's just frameworks and gets us thinking as an organization first one is uh which one i really like
12:53
is daniel pink he's book drive what drives people and motivates people
12:58
and he came up with three ideas he talks about a sense of purpose give people a sense of purpose give them
13:04
autonomy that they can do their job and give them mastery let them learn something let them develop let them
13:10
get an understanding that they can be very very good at their job whatever that job can is
13:17
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
13:23
you actually do this and how much atomic can you give do you delegate no micro management
13:29
what's the mandate of your organization mastery do you know what the conscious
13:34
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
13:42
purpose what is the purpose for themselves your organization your department and is there a sense of purpose going
13:47
through the whole organization that drives the motivation make it challenging make a development
13:52
make it fun and another theory then that we've often
13:58
heard and again a lot of colleagues on here from college and we're all learning is the two faculty of motivation herzberg
14:04
they talk about hygiene fact factors and motivation factors hygiene factors cannot be overlooked you
14:12
must make sure that you treat people correctly you give the right salary their working conditions
14:18
their policy supervision relation job security we have made a conscious decision across
14:24
the globe for all our employees we would pay at a certain level from 50 to 75 percentile we would do so
14:32
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
14:40
conditions that the individuals experience is very very important and we'll see that as we go through some of the
14:46
high performance models again we've seen some of this picture uh
14:51
individual and gay agent is influenced by context your role your working environment your country
14:58
your culture expectations there are some pictures here we've all remembered the poor guy in bbc news when
15:04
his family came in to have a chat with him and his wife came in and pulled these kids back out
15:10
we've seen beautiful buildings apple google et cetera and people work in other conditions such
15:15
as leaf plants it doesn't matter what the context the context is really important for each individual
15:21
and you understand that organization and your own organization so therefore as hr leaders we really
15:28
need to understand the context of our employees a great example i worked with mosgrave before
15:34
and when i joined mozgrave they put us in stores in super value and they put us up with a
15:39
truck driver to understand how the workings of super value work it was fantastic i remember i was um
15:45
behind this door in black rock and cork in the meat counter and friends of my mother came in and
15:51
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
15:56
he's become a butcher it was a great experience to understand the culture of the organization but also understand
16:02
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
16:07
intelliflex in some of our sites
16:12
employing bridge it does it drive high performance what i'd like to look at here is organization context impacts engagement
16:19
we need to understand the context of the organization its culture its business objectives its
16:24
business environment we can look at other mods like pestilence quarters five forces
16:30
and but again in hr we're trying to create a highly performing adaptive organization
16:35
in this section i will induce a mod to look at high performance and how engagement sits in that
16:42
this is from uh learning at high performance a ken blatcher book really good and adaptability is made up
16:50
of leadership and vision plus the ability for the organization to flex
16:56
so first of all you the people need to know what the vision and leadership skills are that you can actually adapt the
17:01
organization and do you build in flexibility within your organization that you can actually make that happen
17:08
if we say we want to react to customers needs do we lower individuals do we
17:13
allow our frontline managers to be lower organization to make decisions you can't have a biotic company if you
17:19
want to be flexible so the model that we have looked at over years is this model for high performance
17:26
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
17:34
three levers are strategy leadership and engagement and users can see they're called strategic levers
17:40
are we aligned and engaged to win so does everybody know that strategy the company
17:45
does everybody that we have the right leadership on board that can deliver that strategy and our employees engage on that
17:51
strategy not that employees are engaged um just for the sake of engagement but are they
17:57
engaged for the business to win and that's that's those tree levers you will also see that
18:04
there's operational levers and those operational leaders are managing practices structures systems
18:10
and processes so you're organized to win so in telefix what we have done
18:15
is we are very rigid in our spans and controls a manager can i only have so many people
18:21
reporting into him and their supervisors on our factory floors can only have eight
18:26
people reporting into them those eight drivers have value streams so we have a as that it's just manageable that a
18:33
supervisor or leader is manageable and that brings in flexibility
18:38
insist the processes are your sales force linked to flexibility is your
18:44
compensation and benefit linked to flexibility if you need flexibility in your organization in our
18:50
supply chain if we want to increase our production by 15
18:55
have we got the ability to do that have we got the overtime flexibility have we got the
19:00
shift pattern flexibility and our employees ready for that if it need if needed and finally you can see there the last
19:07
levers talent a very important lever but the tank lever is have you got the right talent not for
19:13
just know for the flexibility you want but in the future and a great example of that for us in
19:19
teleflexes and this is worldwide we all know this within even in ireland
19:24
we operate right across the globe if i look at metrics in malaysia mexico germany czech even the u.s
19:32
women going to college far outstrip males at the moment so in the next
19:38
couple of years we're going to see more and more women flowing throughout the college flowing into the workforce
19:45
and flowing up the leadership positions it's a natural progression that we want to support and intel effects last for years
19:51
it's something we're quite aware of 60 of our employees are women
19:57
so how do you develop that talent that you have that pipeline coming through also you know in the future so in
20:03
malaysia for instance we have one site and the site is uh we have two sites in nation one site is in
20:10
kudum the vast majority of people in that site are muslim so on friday afternoon we allowed to
20:17
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
20:22
and bring them back we also give them that structure in that time period when they go through
20:28
their ramadan and in their religious holiday we support them because obviously canteens they're on
20:34
their fasting how do we support them in other ways we cut over time we caught the hours worked etc
20:40
so how do you do that in czech our employees we have a lot of women again working for us in check we
20:48
moved our shift patterns that ladies can drop their kids to school come to work for us
20:53
work for a certain amount of hours and then go collect our kids so we match our needs
21:00
to the needs of population we're trying to attract so again different organizations different parts
21:05
what i want to show this though is again i'll go through an example of a transformational um
21:12
we went through a transnational change showing this model but as you can see engagement is only
21:18
one part of it
21:27
so i want to go through an uh engagement during transformational change and something we're seeing at the moment so
21:33
we're going to be talking about ascending and receiving site so this is a real example this happened
21:41
the last we've been at this the last few years we've ascending site we were transferring a site in the u.s
21:47
to mexico the sending site 800 people the average length of service
21:54
was 15 years there was a union in place the timeline was two to three years
21:59
the timeline for a medical advice or pharma is that long because you have to
22:06
do registrations in new countries etc so it's going to take that time period
22:11
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
22:17
receiving site was a brand new site in chihuahua in mexico so with the building inside
22:23
with the higher employees with could train and develop them and we could develop this whole supply chain support on that site
22:30
as an organization we had a poor track record of delivering transfers before this and
22:36
we couldn't afford any issues with qualities and our service in the middle of this trump was elected
22:42
as well so again a bit more context of what was going on but i give what we did was we when we
22:49
were going through that with a lot of understanding trying to understand okay let's look at the seven levers for the
22:55
sending side to get a bit understanding of the context
23:02
so the seven levers in this case in the sending side we were we assess the levers in the current state we
23:08
assess the site's ability to flex these levers we ask questions like is the site ready
23:13
for change and there's a great model by hold called change readiness which we use
23:19
um can what level change can the site and the leadership handle what is the level of leadership how will
23:26
your change management plan and what's the local environment context the local environment context is where
23:31
where this site was that was very easy for people to get jobs so and these would be seen at very high
23:38
skilled employees so in that context we were trying to keep people for two to three years
23:44
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
23:50
they can leave the organization we brought in a rule that would give people 90 days notice
23:56
they were leaving the organization what i mean by that is that we would we announced that in three
24:01
years time this site is closing we said that each individual 90 days before the site closed we will let you
24:07
know your last day we will also provide you with outsourcing support we will also provide you with job fairs
24:14
etc to see can we get your jobs we worked with the unions we went through all those negotiations as you
24:20
would expect but that's another example of us understanding the context of this site
24:26
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
24:34
you gather the data by kpis sites activities psych metrics employee profile
24:39
budgets compensation benefit botanic management the spans and controls ehs history kpis products improvement
24:47
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
24:54
this there's a lot of data together that you can do off-site then also obviously we do we would do a
25:00
lot of site visits usually post cover and hopefully pre-cover i would be traveling maybe two
25:07
weeks a month to each to the sites a bunch of us maybe in three weeks a month just to understand what's
25:13
happening with sites and every time we go to a site we would look at canteens we would look at the
25:18
ppe equipment we look at ownership toilets really important the building the environment the open space
25:25
how meetings are held we meet what are the critical skills we've meet the hypos the talent and we just get a
25:31
sense of what the site is when i work for mark a great example one guy said to me in enterprise excellence
25:37
course he said connect you go into a site and you roll up a piece of paper and you
25:43
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
25:50
again for medical designs and pharma um if the site doesn't look well from the outside clean
25:57
painted et cetera would you trust medical devices from that product from that site again i worked in merck
26:06
i worked in ensuring pro in britain in ireland a beautiful siphon outside and merck sites are always looking well all
26:12
the johnson johnson all those medical advice the sites have to look well because it's part of the culture
26:18
if i don't take care of the little things how are you going to take care of these products and our employees
26:24
another example i put up there i i would really encourage anybody that visits the site
26:30
is go to see the toilets of of the employee toilets
26:36
i know that might sound very very strange but how we look after employees their
26:42
workspaces they're if you go to a dc go to where they sit and have a cup of coffee nothing
26:48
just a canteen but their office space for the people on the floor how we look at is there graffiti there how do people
26:54
look after office etc if you walk into an office in one of your sites if i walked into one of your
26:59
sites or even an office space if i walk through the office do i get a sense of ownership
27:05
do i get a sense that people have their cubes that have they have their own personal stamp on that cube
27:11
what am i seeing there so again there's a lot of data a lot of things we can experience as we go through
27:17
and visit a site again if you look at the seven levers people might ask well i don't get a car
27:24
which lever would you use so i just the red code here you see the codes i've done for the levers
27:30
so i've said the strategy is read the leadership is read engagement is read imagine practices are
27:36
green yellow for destruction systems and talent is is red so one of the things we always
27:44
do in our transfers every week we do an orb chart and we do color coded for the people to see where
27:50
the people's people are so in the leadership if you look at a north chart for a site we
27:56
would have red green for each person are they on board with the change are they ready for the change what and
28:02
then we kind of say what we need to do to get that person on board there has been examples in the past
28:08
where we've gone to a site and there's a person that just cannot get on board with something like this change
28:14
and we've gone and talked to them and we've moved them out of the organization quicker we give them full payment we
28:19
were open with it to everybody but it wasn't from them and they were more disruptor they were influencing
28:25
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
28:31
very quickly it's not overly scientific but it gives you an indication where people are
28:37
and you can see the first level i've said here is uh leadership i really love the quote from ken is
28:43
leadership is injured is the engine and again back at jim collins's book
28:48
good to great first of all who then what
28:54
really good leaders develop really good companies warren buffett put it really well in a
29:00
lot of one of these books he said if you look at an organization if i give you a
29:06
a good leadership team a good management team they cannot manage a poor business into good and it gives
29:13
the example of a hearthstone buggy if your company's developed cars and buggies doesn't matter what leadership a
29:19
team i give your management team that's going nowhere but if i give you a good company
29:25
bad managers and bad leaders can do bad things and he talks about that
29:31
always when he evaluates a company he does all his his metrics he does his internal
29:37
investments eps etc but one of the things he always looks at is the management team
29:43
and the leadership team and are they good for shareholders so leadership is really important and it's the first thing we look at
29:50
i do want to emphasize though it's leadership at every level
29:56
again we look at if you look at leadership at individual levels and i just put focus on key decision makers in
30:01
every site in your office in your organization there are key decision makers there's the psych leaders there's
30:08
supervisors and there's influencers who are the influence to make things happen that can be a union
30:13
it can be uh it could be the person who runs the canteen it could be the facilitators manner it
30:18
can be the ehs manager it could be a person on the on the shop floor that's just really
30:24
influencing a lot of people our experience is that supervisors are key and we have done a lot to
30:31
develop our supervisors and if i go back to that individual drive motivation
30:39
we make sure that the supervisors have a sense of purpose they know what the products do where medical advice our products matter
30:45
our products help people have better lives and save people we give them autonomy we give
30:51
them enough autonomy that they can make decisions for their value stream the part that they're
30:56
they're empowered to take care of and again we give mastery we give them skills we update our skills span and
31:02
control and practices so again there are people in your site that are really important for this
31:09
sending site and the receiving site supervisors were key we brought them off-site we developed them
31:15
we gave them skill sets to coach and develop them and we brought in things like yellow bells and six sigma we brought in
31:21
project management skills again to make sure that their cv looked better when they moved on
31:27
we also to help some people on one site leader particularly and not this project another project we
31:35
allowed him and supported him to go through an mba while he was supporting and sending side which was a massive
31:42
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
English (auto-generated)
Tackling barriers to work today whilst creating inclusive workplaces of tomorrow.
Discover our practice guidance and recommendations to tackle bullying and harassment in the workplace.
Inspiring case study from Smurfit Westrock on its female development programme 'Rise' as shared with members at the 2024/2025 CIPD in Ireland annual meeting
Watch and learn what makes a great people team from the winner of the CIPD People Team of the Year award
Watch the webinar from the CIPD Ireland regional series discussing trends in skills and talent management in 2024
Watch our webinar for an outline of the changes, guidance and advice from our panel of experts