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Table 8 People Challenge

What does your company need to do to develop and retrain Top Talent? 

  • Structure for developing people and framework
  • Leadership buy in
  • Communication caring / really interested in people development
  • Alinement to the company requirements
  • Developing a career path
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Table 8 Productivity Challenge

How to engage the senior leadership team in a difficult change journey?

What’s in it for me?

Overall vision and the translation of that vision

Behaviour through the organisation

Communication message and style

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Table 7 Technology Challenge

What is the impact of new technologies?

  1. Fear in the leadership – they don’t want to appear like they don’t know whats going on
  2. There is a lack of visionary leadership within prgs on what automation can do
  3. Leadership needs to have greater awareness of what’s happening globally – suggest environmental scan, review mega trends. ensure leadership knows what comming so they can plan and communicate effectivly with staff.
  4. Cross functional teams will be needed for fixes – broader skillsets needed to problemsolve on automation tools. Higher risks if toolsgo down – new roles need to be multi-skilled – loss of tacit knowledge
  5. Labour pool will shrink
  6. Social implications – lone workers loss of social interaction
  7. Accountability – What is the acceptable social cost
  8. Education providers need to develop relevant modules and skillsets –
  9. Emotional Impact on all staff all ages – possibly this new era will attract millanials as they are already so used to automation.
  10. Keep mantra of “always develop yourself”
  11. How to build-in intuition that kis currently have into workplace

 

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Table 7 People Challenge

What does your company need to do to develop and retrain Top Talent? 

Retrain and Retain

  1.  Every employee has a training plan – in consultation with their manager – people leave to be fulfilled
  3. Measure is How many people progress (not only promotion – people can progress in many ways
  4. Individual roadmap need to align with what they want and what thw org want and needs
  5. Cross-pollination – short term vacancies filled by internal staff – benefits are many including cross functional knowledge and awareness
  6. Mentoring programmes and reverse mentoring programmes
  7. Use gov funding, EI skillnets
  8. BP visits to learn from other organisations
  9. Future Skills needs assessment that links to strategy
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Table 7 Productivity Challenge

How to engage the senior leadership team in a difficult change journey?

Alignment top down

  1. Get out there and benchmark best in class – see what other companies are doing
  2. Don’t sugar coat – be open and honest
  3. Be credible
  4. Trust people’s intellegence
  5. Be open to challenge and people venting anger
  6. What’s in it for the staff on the ground
  7. Feel uncomfortable with current state – fear of inaction
  8. Why do we need to change??
  9. Leadership need to also see what’s the return on investment
  10. Sub
  11. Communicate at all stages of the cgange journey
  12. What is the ROI – be clear on what the benefits of these changes are going to be
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Table 6 Technology Challenge

 What is the impact of new technologies?

  • Worry that the role of employees will be replaced is a major factor.
  • Uncertainty in relation to the protection of IP address.
  • Change in the skillset required for employees eg. for engineers etc….

Some positives for the advances

  • Ergonomics and Safety.
  • Quicker production of products and improved quality.
  • Faster detection of failure.

Negatives include

  • Making the world too quick too fast.
  • Lead to a lazy brain.
  • Society separation.

Generational changes – younger generation will solve problems using technology which can be positive or negative as this allows them to investigate more difficult problems or issues once they use technology to get the answers or results.

Automated equipment is being used to make good decisions.

It is being heavy regulated so this is a barrier in trying to utilise the equipment fully and to its capacity.

Keeping up with regulations is costly.  Seems to be an issue around our table and a challenge as there is a gap in what is required from the regulatory body and the information companies have on the technology.

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Table 6 People Challenge

What does your company need to do to develop and retrain Top Talent?

  • If already in a role there is a need to be retrained and reminded about cultural fit & behaviours.
  • Strong job description and development plan required for the role.
  • What the employee need to do to get to next level.
  • Identification is key in that what is required for the relevant role.
  • Awareness from senior team on what is required to develop current talent.
  • Be aware of generational gaps.
  • Different approaches and styles of training – ie. videoing, bespoke training and online.
  • Coaching and mentoring during and after the training.
  • Development of A3 and ensure team is at the correct level.
  • Cross discipline approach – training of staff in different departments within the organisation.
  • ROI on training and savings achieved.
  • Encourage employees to view the training as a reward and recognition
  • Allow time to the staff to do the training.
  • Offer opportunity to people internally to do learning within the organisation within a particular field.
  • On the job learning along with classroom training. 70:20:10 approach.
  • Encourage staff to work within other roles to develop skills further.
  • One company have a regional leaders program in place.
  • Encourage alignment within organisation.
  • Important for the person to identify own training needs and development path.
  • What is in it for the employee?

 

 

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Table 6 Productivity Challenge

Productivity Challenge – How to engage the senior leadership in a difficult change journey?

  • Education and knowledge for senior leaders.
  • Ensuring the change journey is part of daily, weekly meetings and always on the agenda.
  • Focus on hearts and minds of people.
  • Cross functional understanding from all within the organisation. Know where people fit in to the change journey and their roles within it.
  • People influence people.
  • Leaders need resilience training and skilling to deal with the change.
  • Tier approach used and clear vision for the organisation.
  • Leadership understand that the end result is business excellence and It’s not all about manufacturing.
  • Part of senior team reviews and topic is on their agenda.
  • Introduce recognition for changes made.
  • Training, development, awareness and knowledge essential for all staff.
  • Why change is important and what will the end results be.
  • What is in it for the person – reinforcement.
  • How is the idea implemented and measure how this is done always a challenge.
  • How do we measure the change and show the statistics relating to it.
  • Visibility of the process is key.
  • Show vulnerability.
  • Celebrate success of an idea.
  • Leadership is not an office based role.
  • Continuous Imporvement.
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Table 5 Technology Challenge

  1. What is the impact of the new Technologies?
  • Job losses, sense of fear. Need to upskills folks while they will be different impacts for different generations. Need to address resistance – fear of change. Need to develop the communications for each generation. Impacts to wider community
  • Encourage face to face communications – technology is driving folks to not engage in Face to face – counterintuitive
  • Can help to improve bottom line, capacity, ROI, increase market share and enable more standard work
  • Need to close skills gap with possible redeployment of roles and while trying to fend off outsourcing models
  • Education curriculum needs to be enhanced to adapt to these new technologies
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Table 5 People Challenge

  1. What does your company need to do to develop and retrain Top Talent
  • Developmental assignment program – short term ‘On The Job’ opportunities. Mentor programs. Allows teams to participate on short term basis. Secondments from shop floor; buddy system (3 months)
  • Clarify the roles and understand the need; do a skills gaps assessment and identity ways to close these gaps. What are core competencies and develop training around these for current and future needs (jobs that may not exist yet). Define a ROI of this program which shows the benefits
  • How do you identify top talent versus top performer? Creating a purpose to developing talent and succession planning. Develop horizontally not just vertical development.
  • Develop, Retain and Retrain –focus on the retain and look at the softer benefits – eg flexible working, work life balance
  • Need to create an awareness of openings in other groups/areas/dept., enable a forum to create that awareness of job rotations/movement