Employee Engagement

Peter Charlton
Manufacturing Excellence
Roundtable
• Introduction
• What is EE?
• Why is it important
• The issues
• How do companies do it
• How do leaders do it.
 What is EE
Money buys presence not passion

Engagement = involvement of the whole person

 Why is it important
• Continuous improvement, thinking,
cooperation, teamwork, productivity,
business strength, profit, continued
employment.
• It helps satisfy basic personal needs:
belonging, self esteem and self
actualisation. (Maslow …..)
 The MERt CIWG
Topic
Meeting # 1 April 5, 2006 @ Coke Scoping the series

Meeting # 2 May 3, 2006 @ Wrigleys What we are doing in EE.

Meeting # 3 June 14, 2006 @ Pfizer The Popcorn / Video session.

Meeting # 4 June 28, 2006 @ Employee Engagement

Parramatta Activities
Meeting # 5 August 16, 2006 @ A day in the life of an operator,
Cochlear team leader, manager or CEO
 The Issues @ MERt EE CIWG
Level 1
1. What is Employee Engagement?
2. How should EE be rewarded?
3. Should the focus of EE be limited to Operators or should it also include
middle management
4. How to ensure that EE is not seen as a fad.
5. What are appropriate EE strategies
6. The philosophy behind EE
7. How much time should be spent on EE
8. Management level engagement
9. Metrics for EE – Business improvements
10. Metrics for EE – Employee response improvements
11. Should operators engage with the company, their department or their
manager
12. Do the employees understand why EE is important to the company
The Issues @ MERt EE CIWG
Level 2
• The practices of EE
• Can EE threaten some employees
• How to engrain EE into the whole day
• How to get operators to give their ideas
• How to handle the ideas
• Do the employees understand why EE is important to
the company
• Why do some employees want to be engaged and
others not.
How do companies Engage
Step 1 Top management must be in.
Step 2 Entrench the philosophy.
Step 3 Show the employees that the
Company cares
Step 4 Training, training and training
reward good EE behaviour.
 Coke.
• Team meetings
• Noticeboards - information
and kpi information
• Team of the month
tracking on plant notice
boards
• Employee Opinion
Surveys
• People / Site plans
formulated based on
feedback
• Team Talk
• Roadshow - national &
• Operations Council
• Annual Family day
• Wahoo team activities
• Team building
• Skills / Engagement
discussions
• Career development
processes
• Service Awards
• Coke Zero Launch
• Coaching culture
• “Promise” sessions
 Wrigley 1
Communication
Shift start up meetings –
MBU1
Team meetings – MBU2
Factory Leadership Team
Meeting
Town Hall meetings
Scorecards displayed – KPI’s
and production information
Employee Opinion Surveys
Storyboards – Breakthrough &
Kaizen
Product Launch information &
giveaways
Global Company News
Leadership
Move towards Coaching
culture
Walking the floor
Skills / Engagement
discussions -
Appraisals
Career development
processes
Training – Breakthrough,
Certificate level III in
Food Handling,
Diploma in Frontline
Management
 Wrigley 2
Teamwork Social
Action Teams to resolve issues Soccer Day
Cross functional teams for
Kaizen blitz’s Golf Day
Management Goal for 95% of Fishing Comps
Employees to be involved in a Footy tipping comp
team by end of 2006 Christmas Party
5S Champion team Social Club
Internal awards – between rooms
Reward and Recognition
Factory Open Day
Service Awards & Ceremony
Monthly employee nominations
for job well done
Annual Supply Chain Award –
peer nomination
 MasterFoods Australia
– Pre shift communications Engagement levers
– Daily Toolbox meetings
– Monthly Area specific
meetings
– Sunday night meetings
– Monthly Steering meetings
– Report card/Escalation
process
– Information Boards
– Engagement Surveys
– CI process
– “Giving a voice”
– Family days
– Global “Make The
Difference” programme
– Celebrate Success
 Arnotts
Reward & Recognition
• TEAM OF THE MONTH (forms & Criteria)
• EMPLOYEE OF THE MONTH
(Procedures/forms/Spreadsheet)
• STAR Positive communication, Value &
appreciation, Adhoc, * news letter,
list of names, STAR lunch with plant
manager, biscuits at team meetings (other
sites product)
Accolade for Action
• Each TL has budget ($100 per month) (Not
regimented to facilitate some initiatives)
guidelines only, can reward team or
individual-’s
• Employee of the Month (HR mgr, Manuf
mgr, 2 previous winners) selection panel,
panel presents and casual discussion over
their achievements, what they are doing
etc.
Coffee Shop *
• Propaganda and feedback
• Mgr & small group (6) review
comprehension of HLI’s and CAMS
• Team Brief
• ½ formal presentation (PP)
• ½ informal discussion (Q&A, safety,
financials, quality)
Safety HLI (High-level Leverage Initiatives)
• Team (mostly HR and Production rep)
• PP Presentation
• Basically Strategic Plan reorganised
• 5S Boards All lines and departments
(just commenced)
• Annual Awards Targets achievers
(financial, safety, quality, production)
 Cerebos
• Team Meetings
• Team Training and Review sessions
• Notice boards for communication
• Quarterly Business Performance and communication
sessions with catered lunch.
• Business Performance Review meetings
• Leading Hands Communication sessions
• Service awards
• New product launch Meetings
• New product development surveys and testing in the
plant canteen
• Daily taste testing in QA Lab
• Team representation on new equipment purchases
• Maintenance and Production Team Planning Meetings *
 Pfizer
• Reward and Recognition Program
• Monthly Updates
• Quarterly Awards
• Annual Gala Night
• Colleague Surveys
• Survey action teams
• Performance Management Systems
• Objectives
• Development Planning
• 360 Assessment of Leader Behaviours
• Quarterly Reviews
• Departmental / Team Meetings *
• Review of metrics
• Pipe Model
• Daily / Weekly KPI Updates *
 Carter Holt Harvey

Engagement is driven by the new company Values

and the feeling “Our Lansvale Family”
– Values based decision making. – “Is it right or is it wrong”.
– Consistency of decision making.
– Regular team meetings.
– Regular “Face to Face” presentations.
– Open Consultation/Communicate with union delegates.
 Cochlear
Engagement starts with the • Our Voice Survey
recognition that the Operators • Service Awards
are the “Centre of the • Salary sacrifice (for PC)
Universe” • Bonus
• Solutions Box • Fast Response meeting *
• Bright Ideas Development System • Team Leaders Forum
• Xmas party
• Quality
• Harbour cruise
• Tool Box Meeting
• AGM
• CCMS Board • Birthday celebrations
• CMS Training • Problem Solving Process
• Business Plan Deployment. Level 1* • WELL English as a second
• Business Plan Deployment. Level 2* language program.
• Business Plan Deployment. Team • Andon Boards
• Team Boards (PQCCC) *
 NEXT TIME

1.) How do Leaders Engage Employees

2.) Problems of Inter-generational

Communication
Professor Linda Duxbury
 How do Leaders Engage
Employees
• What is the role of a Manager, Shift
Leader, Team Leader, Leading Hand?
 How do Leaders Engage
Employees
• Listen, listen
• Get them involved in projects
• Organise visitors
• Find common ground
• Find what makes them tick
• Build trust
• “You can get people to give you want you
want if you give them what they want.”
Event: Daily Team Briefing by Shift Manager
A Leader should:
____________________________________________________________

Let team choose some roles for the day or week. For example:
Documentation Manager for the day
Safety Contact for the day.
Cross functional safety walk person
Facilitate a buddy check of clothing / ppe.
Emphasise the positive
Finish on a positive note
Celebrate the successes.
Use first names as much as possible
Use direct eye contact.
Provide customer feedback.
Praise the team as a whole in the meeting but leave individual praise
for a subsequent one-on-one.
Use a ‘Story Board’ or ‘Parking Lot’ for issues raised that can not be
cleared immediately or are not directly relevant.
Have an agenda.
Determine the aim of the briefing, it is purely pushing information to the team or do
you want their ideas and input. If yes, consider the ratio of time the chair person uses
to “tell” as opposed to time the other participants “get involved, discuss, internalise,
suggest, participate, have their say.”
…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..…..
Event: One-on-One meeting
A Leader should:
____________________________________________________________

Ask how everything is going.

Ask for issues.
Be positive, give constructive feedback.
Discuss their future expectations
Discuss their training targets.
Ask what support is required from you.
……………………………………………………………
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Event: A Conflict between Team Members
A Leader should:
____________________________________________________________

Be open and listen.

Document what is said and what happens.
Facilitate as opposed to dictate a solution.
Investigate with urgency and listen to both sides then act.
Consider ‘How do I empower the Level 4 (Leading Hand) to solve this problem’;
Remember there is no right or wrong, just two points of view
……………………………………………………………
……………………………………………………………
Event: At most Communication Sessions
A Leader should:
____________________________________________________________

Set the ground rules.

Mutual respect
One meeting at a time
Topics allowed
Set aims
Establish time frame
Agenda
Make sure that the team knows it is OK to ask questions and seek clarification.
Establish a parking lot for issues and ideas that are out of the scope of the meeting.
Maintain eye contact with the team.
Set or establish a vocab (perhaps supported by pictures) so every one knows what is
being talked about.
When a participant gives a negative ask that they also give two positives.
……………………………………………………………………………………..
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Event: At a breakdown of machine
A Leader should:
____________________________________________________________

Analyse the situation / data with the operator.

Follow the escalation procedure. (Procedure should be beside phone)
Communicate expected downtime to the team etc.
Do not attribute blame.
……………………………………………………………………………………..
Event: When a participant insists on discussing another
issue in your meeting.
A Leader should:
____________________________________________________________

Set the ground rules for the meeting.

Put the ‘off topic’ issue on the parking lot.
Stop them repeating it by saying “Your issue is on the parking lot’.
Get others in the group to assist you redirect the interrupter “How many
others want to discuss this issue at a later time?”
If ‘X ‘ is a serial interrupter talk to that person off line before the meeting
Ask the serial interrupter (and others?) to bring an issue template with four points.
How this issue fits into the big picture
What has happened since the last up date
Issues / Gaps to prevent us moving forward.
Next steps and resources required.
……………………………………………………………………………………..
……………………………………………………………………………………..
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Event: A Team Member complains about a Leading Hand
A Leader should:
____________________________________________________________

Ensure that the Leading Hand’s job has been fully defined.
Ensure that the Team know what the Leading Hand’s job is.
Support your Leading Hand.
Consider ‘How do I empower the Leading Hand (Level 4) to solve this problem’
Be open and listen.
Document what is said and what happens.
Facilitate as opposed to dictate a solution.
Investigate with urgency and listen to both sides then act.
……………………………………………………………………………………..
……………………………………………………………………………………..
Event: An employee exhibits a personal problem
A Leader should:
____________________________________________________________

Ask the individual if it is work or personal. Preferably when off the production floor.
Ascertain if counselling is appropriate.
Consider the potential need for first aid.
General rule of thumb is not to put arm around.
Be culturally aware.
……………………………………………………………………………………..
……………………………………………………………………………………..
Event: Monthly Operations Meeting
A Leader should:
_____________________________________________________________

See actions listed under daily Operations Meeting.

Invite a representative from senior management to chat to the group.
Focus on the issues that are covered by the Company values and KPIs
Discuss the future
Involve employees as much as possible
Invite guests from other (customer) departments
……………………………………………………………………………………..
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Event: Daily shift handover
A Leader should:
_____________________________________________________________

Make any pleasant personal announcements (family, graduations, babies etc)

This may be a duplication of what is a company wide announcement on the
plasma screen at factory entry, but it is good to do it within the team.
……………………………………………………………………………………..
……………………………………………………………………………………..
……………………………………………………………………………………..
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Event: When an Operator makes a Suggestion
A Leader should:
_____________________________________________________________

Listen
Take notes
Do not be negative
Refer to the “Suggestion Box”.
Follow up and feedback
Give guidance and support and involve operator in implementation.
Advertise success.
Commit time to listen if not immediately, but when it suits both.
……………………………………………………………………………………..
……………………………………………………………………………………..
Event: A Meeting with a Negative employee
A Leader should:
_____________________________________________________________

Always ask for three positives that can be made of the situation they are describing.
Ask others for support.
Just listen to allow the person to get the problem off their chest.
Different people need different approaches so look for the special angle that will
work for that person.
……………………………………………………………………………………..
……………………………………………………………………………………..
……………………………………………………………………………………..
Event: Tool Box Talks
Topics could include:
_____________________________________________________________

Explain the Leading Hand’s job/role.

How we handle documentation.
Diversity awareness
Hygiene
Escalation procedure.
Importance of signature.
Slips, trips and falls
Chemical handling.
Lifting loads
Quality reviews
Process reviews.
……………………………………………………………………………………..
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 Next time

Problems of Inter-generational
Communication

Professor Linda Duxbury