Attract, empower and retain ethical employees

Transcription

1 Attract, empower and retain ethical employees Compliance & Ethics Institute September 17, :45 a.m. Facilitators: Lorrie Bamford Ann Kulow Goals of this Session Identify strategies (hard and soft skills) needed to attract, educate, enhance, empower and retain ethical personnel resulting in the formation of an ethical culture Learn from Each Other: Plan and share techniques specific to the requirements, regulations or limitations of industry Sharing of identified techniques for maximum effectiveness to provide a workforce of ethical employees 1

2 Agenda Lorrie Bamford (Gaming Capital Group, LLC) Focus on attracting and empowering ethical personnel Ann Kulow (Harley Davidson, Inc.) Focus on retaining and empowering ethical personnel Activity Regroup Gaming Capital Group, LLC 2

3 Attract Define your Company Values Define your Industry Values Define Employee Traits Trainable Regulatory Background Licensing Attract (continued) Define Specific Position Considerations Risk and Compliance Obligations Points of Pain 3

4 Empower Definition: Verb. To give someone the authority or power to do something. Why is empowerment important here? How to Empower? Tools to Empower Communication Auditing Training Follow Up Compliance & Ethics Week Look Beyond Your Four Walls **RELATIONSHIPS** 4

5 Retain Reporting Tools Consequences Mentoring Message from the Top Set an Example Be Open to Revisions The Break Up: Damage Control Model for Attraction, Empowerment and Retention Knowledge Values and Ethics Good Practice Process Skills 5

6 HARLEY-DAVIDSON Purpose: Who is Harley Davidson Public Company Two Business Segments: Motorcycles & Related Parts & Accessories Financial Services Do business in 90 countries 6

7 Who is Harley Davidson (con t) 6,000 Employees Globally o 21 countries o 2600 union workers (+ surge workforce) o Manufacturing plants 5 US plants (Wisconsin, Missouri, Pennsylvania) 2 non US plants (India, Brazil) Engaging Ethical Employees Doing the right thing for our global community Harley Davidson Encourages o Community partner The Harley Davidson Foundation Volunteering o Sustainable manufacturing 7

8 Engaging Ethical Employees Doing what is right to build sustainable relationships that get the job done in an ethical manner Harley Davidson Encourages Knowing yourself Knowing your team/cohorts Knowing your reports Knowing your leadership Engagement at the Start of the Ride New Employee Orientation (we care ) Formal announcement on Intranet Required compliance and ethics training developed inhouse using employee actors and true life scenarios Understanding the Valued Behaviors Be Accountable Model Integrity Value Individuality and Diversity Inspire Teamwork Encourage Creativity 8

9 Engagement at the Start of the Ride Understand the history Training for new managers Gallup Strengths Finder Collaborative work environment Opportunities to Know Yourself Understand your personality type Increase self awareness (your individual strengths & opportunities) Focus on social awareness (your ability to engage others) Develop compassion 9

10 Opportunity to Know Your Team/Cohorts Personality evaluations / type testing Developing/maintaining engaged relationships Mentoring/bridge building Valuing individuals with diverse backgrounds, experiences, strengths and talents Developing trust Developing an environment where employees feel safe to speak up Facilitating open, fair, diverse environments Business Employee Resource Groups (BERGs) Harley Davidson University Modeling the Valued Behaviors tied to compensation Develop compassion Opportunities to Know Your Reports Personality evaluations / type testing Developing trust/maintaining engaged relationships Coaching with Shared Language (Gallup, other tools) Setting clear expectations Understanding motivation Training to developing an environment where employees feel safe to speak up Facilitating open, fair, diverse environments Encourage wellness Encourage compassion 10

11 Opportunities to Know Your Leadership Actively Model Tone from the Top Everyday Model transparency Model the Valued Behaviors (tied to compensation) Active encouragement to speak up & ask questions Insights: Qualitative Study of the Relationship Between the Employee Engagement of Certain Employees and the Emotional Intelligence of their Respective Leaders 11

12 Insights: It was observed that most of the managers studied scored well in the Teamwork competency. This could be, in part, a result of the Subject Company s pervasive philosophy and Expected Behavior that teams would work together towards the same goal The managers whose employees were most engaged were generally adept at managing conflict and understanding their employee s needs Insights: The managers whose employees were least engaged consistently scored low in the Empathy competency category and this may indicate that some of the workers feel that they are not being listened to or are not understood by their manager 12

13 Insights: Managers should strive to promote a positive workplace environment to help increase employee engagement. The research suggested that holding meaningful conversations, practicing active listening, and preparing employees for change were critical for employee/manager relationships. The importance of relationship building and compassion cannot be overemphasized Insights: Workers can be engaged without a manager who is not emotionally intelligent, but managers who are emotionally intelligent intrinsically seem to better understand how to motivate and engage their workers Albert Einstein theorized that practicing compassion and kindness led to clearer thinking and a more productive way of working (as cited in William & Penman, 2011, p. 210) 13

14 * * * BREAK OUT * * * Breakout into similar industry discussion teams Using the flip boards, plan and share techniques specific to the requirements, regulations or limitations of your industry Each team will share identified techniques for maximum effectiveness to attract, empower and retain a workforce of ethical employees 14