companies.
By Salvador Garcia-Wigueras. Sep 2014.
Traditional
Culture
There is not a
Company Culture.
There is a mix of
practices and rituals
coming from people
with different
backgrounds and
interests.
Values and Principles
are not clear or used
in daily life.
Recruiting
Traditional recruiting.
Just a quick screening
to check skills.
Leadership and values
are not checked.
Promotions
RESTRICTED
DATA.
HPWS
There is a Company/Site
Culture based on Values
and Principles. Plant
manager is the keeper of
the Culture. Values and
Principles are clear and
really used for the
everyday corporate life.
Satisfaction Surveys are
used to detect
opportunities in the
Culture and set remedial
action plans.
It is a formal process to
check individual skills,
including leadership, team
working and personal
values. Idea is to ensure
individual will succeed into
the Company Culture.
Process includes several
tests and interviews.
System is similar for
Managers and technicians.
All vacant positions are
covered with internal
resources most of the
time. Thanks to a
Development program
there are enough internal
candidates in the Talent
pipeline to cover most of
positions.
Work and
Development plans.
Career Paths.
No formal plans or
regular feedback is
given to individuals.
People are not clear
about what to do to
align with Company
objectives.
People are not clear
about how good they
are doing or their
opportunities to
improve and grow. No
clear Career paths.
Succession
plans/Talent
pipeline.
On Boarding.
Training.
best candidates to be
promoted.
There is a system also for
key technicians.
There is a formal Onboarding process for both
new manager and
technicians. Process
consists of about 1 week
of theoretical trainings and
about 1 month of practical
ones. PLT members
participate in the On
boarding training. New
members are assigned a
sponsor/mentor and there
is a formal qualification
test at the end of training
in front of the PLT.
System is similar for
managers and technicians.
Training is a key and
constant activity. There
are Skill matrices for every
individual. Most of training
is 20% theory/80%
practical and there are
formal qualifications at the
end of it. Everybody is a
trainer. OPLs are the main
tool to provide training at
floor level. PLT participates
actively providing different
trainings across the year.
Most of training is elearning and individuals
practices Self-training.
Training is a PULL activity.
Corporate trainings follow
the same model than Site
ones.
There is a special
Leadership training for all
individuals.
System is similar for
managers and technicians.
There is a formal
Rewarding process,
developed by the PLT and
HR, to celebrate all IL6S
results and behaviors, at
individual, line and Site
level.
Most of rewards are nonmonetary but meaningful
for the people, as
Recognitions in front of
everybody in the Annual
Site meeting, diplomas,
Plant manager letters, and
so on.
Overtime is kept at low
levels.
Pay system is fair and
competitive. And it is
based on Contribution or
Skills. There is a Pay
difference for a better job
performed.
Outstanding contributors
are rewarded. Repeated
Below average ones are
not kept in the company.
People retention is good
and based mainly on
Company Culture/values
and then in pay.
Pay system is simple with
just 4-5 levels, and all
positions covered within
Discipline
Union relationship
It is managed by the
HR manager.
In many occasions the
relationship is not
good and It is
tolerated this way,
considering a normal
one. During Collective
contract bargaining it
is normal to have
serious conflicts and
be close to strikes.
Also it is customary
that Union asks the
workforce to slow
them.
down, or not
supporting some
Company initiatives,
to create more
pressure during the
negotiation process.
Sometimes Union
leaders follow
personal interests and
not really represent
the desire of workers
community.
Union leaders/issues as
much as possible.
Contract negotiations are
managed by HR but the
key and final
negotiator/grantor is the
Plant manager. The Plant
manager is the one and
only maximum authority
at the Site.
Union is trained in IL6S/
HPWS to understand that
Company and they have
common objectives.
Rotation
Contractors
There is a Rotation
program to get flexibility
and have people flowing
to the need.
To avoid favoritism
everybody rotates shifts.
People rotate internally in
the team and also
externally to get new
skills. People move out of
Core for 2-3 years
assignments, and then
return to the Core.
Promotions only occur at
Core.
Managers also rotate
positions at same level to
increase their flexibility
and as part of their Career
Paths.
Use of contractors is
limited, especially in
Operations area.
Contractors in Core never
exceed a 30% of total Core