Managing Training and Leadership Development. Work Place Safety. Turnover. Leadership Landscape. Productivity

Transcription

1 Managing Training and Leadership Development Training: You Can t Afford Not To ASB Training Education Panel Discussion: Holly Mockus Presentation Turnover 23.4% U.S. voluntary turnover rate (US Bureau of Labor statistics) $35,000 Average pay for manufacturing employee $17,500 Replacing an employee costs one-half to five times that employee s annual salary. $402,500 Annual cost of turnover for a firm of Work Place Safety $198.2 Billion Annual cost to US economy for workplace injuries and fatalities 71,000 Recordable illness and injuries for food manufacturing in % Workplace injuries from employees with less than 1 year on the job 1.3 Million Workplace non-fatal injuries that result in days away from work * National Safety Council **Occupational Safety and Health Administration Productivity 70% American workers not-engaged or actively disengaged $550 Billion Dollars in lost productivity per year Leadership Landscape We must continually assess the capacity and capabilities of our leaders. The required skill set has changed. Front line leaders connect strategic priorities with tactical Technical, leadership, problem solving, teamwork Scope of responsibility has grown 1

2 Harvard Business Review February 2014 Survey: 610 participants across the globe 77% agree that front line managers are important to achieve goals 12% felt that their organization invested sufficiently Copyright 2014 Harvard Business School Publishing. All rights reserved. Development A defined training matrix and process should include safety, technical skills and leadership training. Training for all levels and functions of plant staffing should be included in the training model Infusion on new talent with existing bakers on demand: accelerated technical training The Challenge 83% of millennials acknowledge that job hopping on their resume has the potential to be negatively perceived 86% say that it would not prevent them from pursuing their professional or personal passion Finding/Keeping The Millennial Workforce Evaluate where you are posting jobs: Google, Yahoo, Snagajob Make it easy to apply on line Change how we source: social, mobile, Cloud technology Consider one way video interviews Gamification for on-boarding, learning, and development Keep em connected: use Smartphone s for communication whenever possible. Mentorship and coaching a must (Recruitify) Mentorship a must when hiring Millennial s in baking industry Retention:Multi-faceted Approach Companies must provide a lot of coaching and mentorship when hiring Millennials in the baking industry to nurture young talent, according to Dave Krishock, Bakers National Education Foundation professor at Kansas State University 2015 Process Expo session, Where have all the Bakers gone? Coach on the inside & outside (Phone a friend) Will I get promoted? Will I need to move? Opportunity Can I grow with this company? Mentoring The Vision Training Why should I stay here? What do you want to be? Will I be developed? 2

3 Objectives of Development The Strategic Approach Create a Training and Development model to enable your operations with the Right in the Right Place at the Right Moment, to achieve the Right Results Develop a Sustainable & Self Sufficient model at Plant Level, that will facilitate Manufacturing Functional Priorities in all levels Curriculum menu that facilitate custom made training plan To develop competences to cover current and future talent needs, that improves operative capabilities in leadership, functional / technical, and management skills Operations Evolution Design,, Roles, Analytics / Performance; Profiles, Digital KPIs Succession Competences, Chain; System Management Cycle Defining the talent needed to deliver the business strategy; Discovering the talent needed (Internally and Externally). Developing talent: Functional & Technical, Leadership and Management Skills. Deploying the right talent to the right place at the right time. Information & Technologies Process, Infrastructure & Business Results Operation & Financial Performance Culture and Capabilities Structure People & Systems Operative Standards: QA, FS, Eng, Control. Management: Hiring Retaining Training & development IT Infrastructure Link to Compensation Program; Recognition and Rewards, Career Plans. Human Capital Strategy Leadership Identifies the long-term Provides a vision that defines, capabilities needed, the succession Business Strategy discovers, develops and deploys talent to strategy to source and develop, and a Business Strategy support goals. common framework. Human Capital Strategy Tools for Managing Training Manufacturing Processes Leadership Training & Development Model Culture Systems Support Culture Lays out the core values and behaviours needed to support long term success, and the actions required to sustain this culture. Management Processes Defines the organization design, governance and reporting relationships that support the business strategy. 17 3

4 Training Matrix Curriculum Competences By Position Level Profile Skills Front Line Manager Manufacturing Maintenance Sanitation Hiring, Orientation & Onboarding Required Regulatory Safety Standard Work Baking Technical Training Food Safety Product Quality Productivity Maintenance Basics Tools and Parts Electricity and Control Maintenance System Food Safety: HAACP, SQF, BRC Deep Cleaning Name 4 - Able to Train Others 3 - Able to work alone 2 - Able to assist-needs guidance 1 - Familiar / aware 0 - unskilled Skills Matrix By Position Flexibility Goal: 3.0 Shift Operator A Operator B Operator C Individual Skill Rating Operator D Operator E Operator F Operator G Operator H Operator I Actual Optimum % to Optimum #VALUE! #VALUE! #VALUE! #VALUE! #VALUE! Average Skill Rating - Flexibility Avg ## TOTALS Goal % 49% 49% 53% 56% 51% 53% 56% 51% 44% 73% 96% 73% OPT % Summer Internships Recruits, develops and promotes qualified individuals who have demonstrated intellect, leadership and personal characteristics Well-structured and closely managed program Provides rotational development assignments in areas such as: Maintenance/Engineering Production Quality Assurance and Control Sanitation Supply Chain Develops business leaders on an accelerated path Achieves outstanding results while simultaneously advancing career growth Define The Candidate Creative, innovative and curious A strategic thinker Able to analyze and solve problems Able to develop insights and actionable results A leader Able to manage multiple projects and priorities A great communicator Opera6ons Sales Supply Chain Finance Marke6ng Outline the Opportunity Intern Supervisor Prod./Ops. Manager/Engineer Plant Manager Pre-Work Orientation Onboarding Expectations Mentor Exit Interview Follow Up Formal Plan 4

5 Apprenticeship Program Internal program for maintenance Many sources of aptitude testing Vendor support for training Formalize the training progression Summary Assess the needs, develop the model Must stay current with changing landscape Locally managed for success Many tools available: talent matrix, skills matrix, internships, apprenticeships QUESTIONS?? 5