Power of People HR Summit Nashville, Tennessee

Transcription

1 Power of People 2014 HR Summit Nashville, Tennessee Belief Check How do you feel about the following statements Business is People People will contribute to what they understand and feel is in their best and self interest The success (survival) of a company depends upon the capabilities and contributions of all people in the organization A companies success is linked to the level of the discretionary effort of it s peoplep 1

2 Discretionary Effort the level of effort people could give if they wanted to, but above and beyond the minimum required Aubrey Daniels The Power of People a systematic approach of fostering discretionary effort Developing exceptional performance with a culture of respect 2

3 Learning Objectives In this session you will learn Guiding principles that empower employees A cultural framework that supports both business and employee growth A cross functional approach to problem solving and decision making Practical strategies for fostering discretionary effort About McCormick & Company, Inc. We are a global leader in the manufacture, marketing and distribution of spices, seasonings, specialty foods and flavors to the entire food industry. Our customers range from retail outlets and food service providers to food processing businesses. We employ ~7500 people worldwide. 3

4 Our History About McCormick & Company, Inc McCormick & Company was started in Baltimore in a one room cellar by 25 year old Willoughby M. McCormick First products Root Beer, Flavoring Extracts, and Fruit Syrups sold under the Bee Brand and Silver Medal labels. Iron Glue (Sticks everything but the buyer) Uncle Sam s Nerve and Bone Liniment (For Man Or Beast) Our History About McCormick & Company, Inc Willoughby McCormick died and his nephew, 36 year old C.P. McCormick was elected President and Chairman. 4

5 Our History About McCormick & Company, Inc. In 1933, was faced with the serious crisis of the Great Depression. Instead of the typical and timely cutting of wages and jobs, C.P. McCormick: cut employee hours raised wages established profit sharing The Power of People was published in 1949 Business is People, C. P. McCormick The Power of People Cultural Imperative Participative Management & Multiple Management Dedicated Workforce Culture of Respect, Recognition, Inclusion and Collaboration There is a deep respect for People will contribute to what the capabilities of all people they understand & feel is in their Power of People best & self-interest CORE BELIEFS The success of the company depends upon the capabilities & contributions of all people in the organization 5

6 2 for 1 Think twice icefor the Company and once for yourself rselfand the Company will think twice for you and once for itself People that do the work are the experts Capitalize on collective knowledge of the business Participative (Multiple) Management to cross functionally solve problems, grow the business and develop leadership 6

7 Multi Management Every employee can make a difference. For decades, the cultural backbone of McCormick has been the philosophy of Multiple Management. In 1932, when C.P. developed this concept, it was revolutionary. the cornerstone of leadership development and McCormick Culture Multi Management Purpose Management & Leadership Development Action learning projects that make substantial contributions to the Company Networking and exposure to senior leadership 7

8 Multi Management Board (MMB) History 1932, C.P. McCormick organized first board, helping our Company return to profitability in the midst of the Great Depression Junior Board was quickly followed by addition of a Factory Board, then a Sales Board. In 1974, all were renamed Multiple Management Boards Yesterday Today Tomorrow f h G D i 2010, MMB was transformed to reflect our global organization when the first Global MMB, and three Regional MMBs (Americas, EMEA, and APZ) were formed 13 unit MMBs are developing local leaders Expectation all future McCormick leaders will have MMB experience MMB Cultural & Values Alignment Aligned closely with business to ensure project relevance Strong support from top management Risk taking and innovation encouraged Open development feedback among members Teamwork and sharing best practices for innovation and high performance is supported Internal professional networking is promoted 8

9 Multiple Management Boards 2012 Americas Regional Global MMB EMEA Regional (Europe, Middle East, Africa) Asia Pacific Zone Regional McCormick Canada McCormick United Kingdom McCormick China Corporate Headquarters McCormick France McCormick Foods Australia U.S. Consumer Products Division HQ U.S. Consumer Products Division Sales U.S. Industrial Group U.S. Industrial Group Sales and Operations Hunt Valley Supply Chain McCormick Pesa McCormick de Centro America MMB Levels Senior Management 18 month term Members nominated Development feedback from peers All members are Regular Must have achieved Regular status on a local MMB Achieve Emeritus status upon completion All members have formal mentors Mid-Management 12 month term Members nominated Development feedback from peers All members are Regular Must have achieved Regular status on a local MMB All members have formal mentors Project Chairs and MMB Executive rotated Junior Management 6 month term 4 levels of membership Orientee, Associate, Regular, Executive Committee Forced 20% turnover each term Top 40% rated form membership committee Board size ranges from 10 16, maximum is 20 Operate according to bylaws 9

10 MMB Project Examples BRIC GROWTH STRATEGIES Researched Brazil, Russia, India and China (BRIC) markets for business growth B C R I SUSTAINABILITY CEO led company focus on corporate sustainability issues White papers delivered on markets Proved critical in successful mergers and acquisitions work in these emerging markets Each MMB around the world initiated corporate sustainability projects in same term Projects include a carbon footprint study, facility water usage reduction and waste recycling SHARED SERVICES STRUCTURE MMB researched, benchmarked and gave recommendations for a pilot shared services organization with the company Financial Shared Services (FSS) brings together backroom functions into one group Helps improve efficiency and overall effectiveness POST ACQUISITION INFORMATION HANDBOOK One third of company growth results from acquisitions Clear plans for integrating gcompanies is critical to success MMB developed the company s first post acquisition information handbook to make processes more efficient and effective MMB The Cornerstone of Leadership Development Ensuring a pipeline of ready candidates for key leadership roles locally, regionally and globally Leveraging our successful local MMB model to prepare our future local, regional and global leaders with skills to work across diverse geographies and cultures My greatest satisfaction as president of a company has been in watching people who work with me grow as the business grows. Charles P. McCormick McCormick President ( ) 10

11 A Culture of Respect Productive use of Differences: Diverse interests, capabilities and opinions increase the number of alternatives for consideration just saying it don t make it so 11

12 Americas Regional Diversity & Inclusion Council Purpose The Regional Diversity & Inclusion Councils will plan, lead and implement the regional diversity and inclusion initiatives in alignment with the global strategy. Mission To enable McCormick to achieve greater business success, by implementing a regional diversity and inclusion approach and initiatives that support our global objectives and Shared Values. 23 Inclusion Engaging both the hearts (passion and willingness) and the minds (knowledge and ability to contribute) Team Based High Performance Culture 12

13 Practical Applications Information Systems/Information Sharing Monthly Meetings Plant Management General Meetings Corporate & Divisional Levels 1 on 20 Networking with Senior Management Q & A Voice of Employee Follow up with Action Planning Practical Applications (continued) Training & Developmentelopment Leaders 1 st, functional expertise 2 nd leadership is transferrable Leadership is not a job title Total Task Broad Skills for Business Flexibility Factory Acceptance Testing Factory Acceptance Testing Onboarding Peer to Peer 13

14 Practical Applications (continued) Problem Solving & Decision Making Common Objectives Goal Setting Results Focused Practical Applications (continued) Reward & Recognition Team & Individual Internal Competition 14

15 Self transcendence (Maslow Revisited) Maslow revised his hierarchy later in life the highest need is not Self Actualization Self transcendence Living for a purpose higher than self One reason people feel a lack of significance in their jobs is because they don t see how it relates beyond themselves and the company To keep people genuinely motivated keep before them a line of site to the wider purposes that their work serves 15

16 Self transcendence Community outreach recognition Charity (contribution) tion) day 1 st Global in 2014 McCormick matching donations Donating hours worked Self transcendence Charity Day is an important part of McCormick history and we are excited this year to continue this very important tradition that is meaningful and impactful in today s world. Our activities and efforts are a great opportunity to show our commitment to our communities through volunteerism and charitable contributions. This year, McCormick is sponsoring 5 opportunities to Maryland based McCormick employees to give back to our community and earn volunteer hours for Charity Day. There are two remaining opportunities at this time. House of Ruth - Baltimore, MD Saturday, August 25 from 9:00 am - 1:00 pm Limited to 20 McCormick Participants To signup contact Doreen Wu via or x6428 First Fruits Farm - Freeland, MD Saturday, September 8 from 8:00 am - 12:00 pm Unlimited Participation volunteers must be at least 6 years old To signup contact Debbie Ohl via or x

17 Power of People Cultural Imperatives Every employee ee can make a difference People based systems and principles Information sharing Productive use of differences Leaders 1 st Team Based Reward & Recognition Self Transcendence 17