Creating employee engagement and sustainable business iperformance

641 views

Published on

The story of how Royal Swaziland Sugar Corporation created employee engagement and sustainable business performance. Open space technology, contracting between processes, and building personal resilience were key elements that resulted in proven business improvements.
For a free "how to" application to apply these steps to your company, email me: rod@buildingresilience.co.za

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
641
On SlideShare
0
From Embeds
0
Number of Embeds
6
Actions
Shares
0
Downloads
11
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Creating employee engagement and sustainable business iperformance

  1. 1. Creating employee engagement and sustainable business performance The Royal Swaziland Sugar Corporation story October 2012 Lomkhosi Magagula, Group HR Manager Rod Warner, Building Resilience
  2. 2. Agenda 1. Open Space Technology 2. Teambuilding contracting 3. Contracting between processes 4. Building personal resilience 5. IR teambuilding contracting
  3. 3. Purpose Case Study “Achieving sustainable business performance through employee engagement”  Share processes, interventions, experience which you can use for your organisation Our aim: To enable you to follow a similar process
  4. 4. Royal Swaziland Sugar Corporation (RSSC)
  5. 5. RSSC Profile  Largest employer in Swaziland, after Government  Listed : Swaziland Stock Exchange  Shareholders : diverse & international  Cane Growing Operations : 20,000 Ha irrigated directly managed & 10,000 Ha outgrowers  2 sugar Mills, Sugar Refinery, and Ethanol Distillery  Part-own a packaging plant
  6. 6. Economic Contribution  Production: 66% of Swaziland’s sugar & 30M litres Ethanol • Indirect employment : contractors and suppliers • Services open to general public : Clinics, VCT etc • Assist police, customs, schools • Education contribution : Allowances (E3.7m) & Bursaries (E1.2m)
  7. 7. Business Challenges  Rooted in Swaziland (E) & operates in an international environment (€ : R : P : N$ : )  Business environment constantly changing placing pressure on profitability & sustainability  Embarking on an ambitious business strategy  Restructuring business for competitiveness  Increasing input costs (electricity, fuel, molasses)  Increased focus on productivity & profitability
  8. 8. 1. Open Space Technology Open Space meeting at NASA Goddard Space Flight Center
  9. 9. What is it?  Harrison Owen “Organisation Transformation”  Approach of engaging 5 - 2,100 people  On a specific & complex topic or theme  Begins without an agenda  Room arranged in circle  Bulletin board  Marketplace  Action plans
  10. 10. Empty Agenda Wall
  11. 11. Setting the Agenda
  12. 12. Topics of Interest
  13. 13. A Section of the Market Place
  14. 14. Case Study : Manufacturing  Causal analysis : plethora of causes but engagement was one of them  Interventions  Quarterly reviews focused on 5 performance indicators (LTA, overall recovery of sucrose, DIFR, budget utilisation & through put)  Translation of performance indices for individuals  Securing skills  Open Space Technology  Resilience Workshops
  15. 15. 2. Teambuilding • First teambuilding: – Trust and interdependency teambuilding exercises – Factory personal and team behavioural commitments – New targets for each process to meet factory overall goal – Actions to meet the targets and create excellence in process
  16. 16. Team Effectiveness Model Competence: Performance Knowledge and skills Co-operation:  Relationships  Communication Client Commitment: Hearts and minds issues Resilience
  17. 17. The Six Personal Commitments: 1. Achieving “Less than 10 in 2011” 2. Providing leadership that is accountable for factory targets via my decisions and actions for the success of the organisation 3. Using our skills and innovation to achieve individual and factory targets 4. Communicate daily meeting outcomes every day to my staff, keep colleagues informed of all relevant issues which affect them and listen to feedback from staff 5. Timekeeping for myself and my team 6. Creating a high-performance culture by holding each other accountable and engaging in crucial conversations when necessary
  18. 18. The Team Work Commitments 1. Taking team work back to the factory and sustaining it 2. Incorporate our teambuilding outcomes into Toolbox Talks, including and using the Team Effectiveness Model 3. Explain the value chain and each individual’s role in achieving it 4. Communicate the six personal commitments to the rest of the staff and get buy-in. Posters to assist in awareness creation 5. Walk the talk and be a role model of team work using the six personal commitments 6. Review, discuss and finalise the functional team commitments that have been made, taking into consideration requests from the other teams, and then communicate them
  19. 19. Measuring and Tracking of Team and Personal Commitments  Measure and track via daily, weekly, monthly, quarterly performance discussions/reviews/action plans  Use electronic display boards, online, for information dissemination  Restructure morning meetings (Toolbox Talks) agenda to include production targets and performance  Ensure up-to-date PJO and KPA for every individual  Encourage "raising the red flag" when a blaming culture develops  Encouraging sharing of resources , especially with breakdowns, no matter where they occur  Celebrate achievements
  20. 20. RSSC Factory Staff Negative Reinforcing Cycle Board becomes concerned about manufacturing productivity and puts pressure on GM-Manufacturing GM-Manufacturing puts pressure on Factory Managers, who put pressure on their senior staff Factory staff become disengaged, and less proactive in addressing problems. Senior staff become frustrated. Factory staff don't identify with the values of the organisation; don't see a direct link between their jobs, productivity improvement and the prosperity of the organisation; some are not resilient and some not pro-active Factory productivity increases after interventions, but over time falls back to previous levels Senior staff sometimes intervene directly to address problems, and sometimes use disciplinary process rather than performance management process to deal with mistakes. Pressure is increased on all.
  21. 21. 3. Teambuilding Process Contracting • Second teambuilding: – Trust and cooperation teambuilding exercises – Review personal and team behavioural commitments – Shoes exercise for each processes: • What we think it must feel like to work in that team • How we think they feel about us – Ask and offer exercise for each process (incl. targets and actions) • What we ask of that team • What we offer that team
  22. 22. Teambuilding Process Contracting (cont) • Third teambuilding: – Interdependency teambuilding exercises (brief) – Review personal and team behavioural commitments; shoes exercise and ask and offer exercise – Feedback to each process: carry on, stop and start – New ask and offer for each process (incl. targets and actions) • What we ask of that team • What we offer that team
  23. 23. 4. Building Personal Resilience Purpose: build people’s individual capacity to deal with change, stress and adversity
  24. 24. What is meant by “resilience”?  Task focused and productive whilst experiencing tough times  “Bouncing back”  Emerging stronger and more resourceful
  25. 25. Resilience Workshop Content  Resilience Principles to deal with the “daily grind” as well as the “darkest night”.  Change and resilience  Reconnecting with personal meaning in life.  Identifying and using unique personal strengths.  Building “grit” and mental toughness.  Reframing adversity.  Practical methods of increasing realistic optimism.  Identifying personal strategies for dealing with change and tough times.
  26. 26. Resilience Workshop Outcomes  Understand how to remain task focused at work during periods of prolonged change and stress.  Increased adaptability and confidence when experiencing tough times.  Ability to reduce the negative impact of stress on work outputs, colleagues and family.  Experience more hope, optimism and positivity and so better cope with job demands.
  27. 27. Experiencing adversity with resilience: Phase 1: Eroding - encountering and assigning meaning to the adversity Phase 2: Reconciling - coming to terms with the impact and implications Phase 3: Navigating - moving forward and dealing with the issues Phase 4: Thriving - experiencing enhanced resourcefulness and strength Level of resilience Usual conditions Adversity encountered Eroding Navigating Reconciling Thriving Time © Copyright Performax Consulting 2006 No part of this material may be copied, stored in a retrieval system, displayed or distributed without written permission
  28. 28. Experiencing adversity with poor resilience Phase 1: Eroding - encountering and assigning meaning to the adversity Phase 2: Reconciling - coming to terms with the impact and implications Phase 3: Succumb - overwhelmed; dysfunctional coping Phase 4: Disabled - resistance; survival coping or “stuck” Level of resilience Usual conditions Adversity encountered Eroding Disabled: survival coping or “stuck” Succumb: dysfunctional coping Reconciling Time © Copyright Performax Consulting 2006 No part of this material may be copied, stored in a retrieval system, displayed or distributed without written permission
  29. 29. Resilience is thus needed to: •Deal with “bad hair” days •Cope with the “darkest night” •Develop and flourish on the journey towards self actualisation We define resilience as the life force to overcome adversity, heal and strive towards fulfilling your potential
  30. 30. Resilience building blocks domains Core Internal External
  31. 31. Building Resilience Principles 1. Connect to your meaning in life 2. Use your unique strengths 3. Maintain perspective 4. Generate positive feelings 5. Be realistically optimistic 6. Persevere by being open minded and flexible 7. Reach out to others
  32. 32. Building Resilience impact  Enabled staff to cope better with the increasingly demanding work environment  Better handling of stress and also identification of people needed assistance  Teambuilding effect of getting to know colleagues as people  Common language of hope
  33. 33. 5. Industrial Relations: Negotiating parties teambuilding and contracting RSSC: union, staff association and management teams • First annual teambuilding: – Trust and interdependency teambuilding exercises – Negotiating parties behavioural commitments • Second annual teambuilding: – Trust and cooperation teambuilding exercises – Review personal and team behavioural commitments – Shoes exercise for each party: • What we think it must feel like to work in that team • How we think they feel about us – Ask and offer exercise for each party (incl. targets and actions) • What we ask of that team • What we offer that team • Third annual teambuilding: – Interdependency teambuilding exercises (brief) – Review personal and team behavioural commitments; shoes exercise and ask and offer exercise – Feedback to each party: carry on, stop and start – New ask and offer for each party (incl. targets and actions) • What we ask of that team • What we offer that team
  34. 34. Industrial Relations: Negotiating parties teambuilding and contracting  Historically adversarial approach  Interventions implemented to facilitate a collaborative approach  Off site negotiations  Presentations of negotiation positions  Business context and economic context  Step change achieved - settlement in record 3 days  Challenge : changes in committee members
  35. 35. Results : Step Change in Manufacturing  Distillery Design Production rate  Factory 2009/10 2010/11 2011/12 2012/13 136 KL/day 80 110 120 136 Industry LTA standard 2009/10 2010/11 2011/12 5% 19% 19% 10.6%
  36. 36. What would we do differently?  More involvement of senior management  More integration of interventions and reporting structures  Identify and capacitate resilience champions  Communicate corporate-wide  Measure impact of specific interventions

×