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blue collar greatness
- 1. Connect.Innovate.Lead. Blue Collar Greatness: For All Leadership Lessons from the Trenches
- 5. Judy Apo Maintenance Electrical/Instrumentation Journeyman Executive Board Member Local United Steel Worker Union Karen Carter Chief Human Resources Officer & Chief Diversity & Inclusion Officer Ryan Groesbeck Terminal Products Scheduler Jerome D. Jackson General Manager of Pipeline & Terminal Operations, West Region
- 6. Panel Story Time: Dow NuStar Research: Great Place to Work Open Q&A
- 8. Key Themes
- 10. What happens during hard times?
- 11. -35.5% + 14.4% 3.9 million employees Can predict financial performance before/during/after recession Inclusive workplaces returned 4x stronger financial results than the market before/during/after recession Great Recession Analysis + 9% + 35%
- 12. Key Employee Groups Are Bellwethers for a Recession-Proofed Business
- 13. How do we get our people ready for Artificial Intelligence?
- 16. Why is that? What’s holding employees back?
- 19. • Loss of individuality • Stress from rapid change • Not being cared for as a person
- 20. • Recession-proof your business • Address employees’ concerns & create readiness for Artificial Intelligence • Win against your competitors Great Workplaces For All Give You An Edge How: For All Leadership
- 21. Judy Apo Maintenance Electrical/Instrumentation Journeyman Executive Board Member Local United Steel Worker Union Karen Carter Chief Human Resources Officer & Chief Diversity & Inclusion Officer
- 22. Plugged into Inclusion & Diversity Judy Apo Maintenance Electrical/Instrumentation Journeyman Karen S. Carter Chief Human Resources Officer and Chief Inclusion Officer Dow Restricted
- 23. The I&D Current at Dow
- 24. Flipping the On Switch
- 26. 26 Michigan Operations – Midland
- 27. Electrifying Operations: Destination Inclusion
- 29. 29
- 30. 30 reset Diversity Inclusion Inclusion training focal points Culture Accountability for inclusive behaviors
- 31. Sparking Action
- 32. 32 Engaging people on the plant floor
- 33. 33 Improving the employee experience
- 34. What Happens When You Plug Into I&D?
- 35. The Lights Come On
- 36. Ryan Groesbeck Terminal Products Scheduler Jerome D. Jackson General Manager of Pipeline & Terminal Operations, West Region
- 37. • Started working as a forklift operator at New Jersey refinery • Went to work for NuStar & moved to West Coast with wife who was 8-months pregnant • Currently serving as General Manager of NuStar’s West Region Jerome Jackson: Starting from the Ground Up
- 38. • Wouldn’t trade my experience as a shift worker • Have an appreciation for how hard our employees work • A unique perspective on how to communicate with our employees • Ability to bring teams together to focus on and accomplish our goals Starting in the Field Was the Best Education
- 39. • Started working part-time on the dock at NuStar’s Portland Terminal • Took a full-time position as a Terminal Operator • Moved up to Sr. Terminal Operator Ryan Groesbeck: Always Take Advantage of Opportunities to Learn
- 40. It’s Either a Great Day or a Good Day! • Try to bring excitement and a positive attitude into the workplace everyday • Try to shine a light on the success of the team and our facility • That positivity is a reflection of NuStar’s corporate culture
- 41. • Important to create alignment behind goals among a highly distributed workforce • Connect employees to the bigger picture and their higher purpose • Get in front of the employees • Help employees understand the importance of their role to the company and the larger community Help Employees Understand their Higher Purpose
- 42. Sharing the Big Picture Has a Big Payoff • West Coast employees understand how their role contributes to our goal of increasing supply of renewables… • …In just two years, we’ve increased the supply of renewables by 642%
- 43. • Employees’ top comments on NuStar’s workplace surveys are about the sense of fulfillment they get from our volunteer & charitable giving programs • Starts at the top with our Chairman & CEO • There’s practically a volunteer event everyday across our company Give Employees a Higher Purpose by “Spreading the Love” in the Community
- 44. Employees Are Stars in our Communities • 100% of employees give to United Way – practically unheard of! • 85,000 volunteer hours in 2019 • Raised over $42 million for a homeless transformation campus founded by our Chairman since inception
- 45. • Meet employees where they work • Hold regular roundtable meetings without direct supervisors present to solicit employees’ feedback • Respond to their ideas, issues and questions within the timeframe we promised • Solicit ideas from employees through Bright Star Program Reaching Front-line Contributors
- 46. • Care about employee first; treat everyone like family! • Want employees to go home better than they were when they came to work • Obviously, that pertains to safety • But it also extends to going home a little “richer” – in terms of pay & benefits and in terms of fulfillment, personal/professional development, pride, lifestyle… NuStar’s Caring & Sharing Culture
- 47. • No layoff policy is a sacred trust at NuStar • However, that doesn’t mean that we don’t hold employees accountable • Everyone has to meet their goals for organization to be successful • Employees are given every opportunity to succeed Hold Everyone Accountable for their Role in Meeting Goals
- 48. Bottom Line Benefits to a Great Workplace For All • 100 Best Companies To Work For list – 11 Times • All key safety performance indicators are dramatically better than industry standards • Voluntary turnover is a very low 2% • No. 1 in Total Unitholder Return among industry peers in 2019
- 49. Judy Apo Maintenance Electrical/Instrumentation Journeyman Executive Board Member Local United Steel Worker Union Karen Carter Chief Human Resources Officer & Chief Diversity & Inclusion Officer Ryan Groesbeck Terminal Products Scheduler Jerome D. Jackson General Manager of Pipeline & Terminal Operations, West Region Panel
- 50. Open Q&A
- 51. Tweetable Takeaways @GPTW_US “The biggest threat to people isn’t machines thinking and behaving like humans, it’s humans thinking and behaving like machines.” -- @NancyCesena #AI #Automation #manufacturing #Culture #FutureofWork #GPTW4ALL For All Leaders enable Dow and NuStar to achieve “Blue Collar Greatness”—high performing, inclusive cultures in industrial companies. @DowNewsroom @NuStarEnergyLP #leadership #D&I #GPTW4ALL Hourly employees are bellwethers in recessions. When front-line workers thrive, organizations are poised to thrive during downturns. #recessionpreparation #resilience #GPTW4ALL
Editor's Notes
- Hi everyone. Welcome to our Great Place to Work For All Summit Speaker Webinar. I’m Ed Frauenheim with Great Place to Work. We’re grateful you’re here. Our goal today is to help make sure your session at the upcoming Summit is a great one—For All. That means for you as well as well as for your attendees. And to that end, we’re going to jump right into a question.
- Hear a lot about tech firms like Salesforce
- How’s this going to work for me?
- My people put their bodies on the line? Doing a broad range of work. Disparate locations. Union environment? What makes a gptw for me? Is it different or does it carry over?
- People who are going to explore that with us today are: Dow & Nustar have been recognized in these ways Learn more about their interesting careers in a moment
- Great Place to Work Research The Dow Story The NuStar Story Panel Discussion Q&A
- !
- 3.9 million employees While the S&P 500 suffered a 35.5 percent decline in stock performance from 2007-2009, companies whose key employee groups had very positive experiences posted a remarkable 14.4 percent gain. For that group of “Thriving” companies, the good news wasn’t limited to the recession. Their gains started before the downturn and continued well past it as competitors lagged. From January 3, 2006 to February 1, 2014, the Thriving group saw their stock performance increase 35 percent, while the S&P 500 had just a 9 percent gain. That’s nearly 4X outperformance.
- Understanding employees’ real concerns about automation is only part of the puzzle. The broader question is whether companies are ready for the challenge of Artificial Intelligence (AI). To find out, we developed an index of employee experiences that measure whether employers are ready to quickly adopt automation or AI. We call it the “AI Readiness Index.” The AI Readiness Index is made up of key aspects of our Trust Index™ survey that assess whether employees feel their employers are investing in their growth, are committed to avoiding layoffs, care for them as people, involve them in improving the business and are competent at running the business. A high AI Readiness Index score indicates companies are likely to soar in the AI era. A low one is a warning that a company will find itself grounded as competitors take off.
- The key groups of employees are women, people of color, front-line workers, hourly male workers and long-tenured employees. Why do these groups act as bellwethers for an organization? For one thing, historically marginalized groups are often first to feel the effects of a business running into trouble—whether those impacts are wage cuts or the threat of layoffs. The employees we found to be critical populations play vital roles in a business in good times and bad. They often serve customers directly and are plugged into the reality of how the business is doing. And they are a source of good ideas that many companies overlook—whether those are ideas for cutting costs or generating revenue in new ways.
- Caring—bigger than psych safety;; includes physical safety;; TO BE FLESHED OUT Closing Job Level Gaps For All matters—not just for the categories that may seem most topical today;; at hight tech or financial serives firms the big diversity and inclusion convos are about race and sex;; and those matter;; but blue collar industries, perhaps more than others, have had sharp distinctions between workers on the front lines and those in the executive suite;; the “suits” vs. the men and women in the “field” or in the “trenches” This issue of job level differences has been part of our For All methodology since we began developing it three years ago. It’s one of the key ways we believe For All is a bigger, more inclusive way of talking about a great workplace than the typical D&I convo;; and it is a big deal;; 3x growth;; blue collar cos have in some ways, the hardest job of closing gaps in experience between front-line and c-suite;; but its possible to make great progress even in these fields—and my co-presenters will speak about some of these key strategies and methods;; spoiler: the most powerful one is ensuring your leaders are For All leaders— For All Leaders Ok, I’m going to spoil the story even more. I’m going to share with you what we’ve learned about For All Leaders—and just how important they are;; You may have heard something about For All leadership already in the conference, and you may hear more about this leadership in sessions after this one;; after all, For All Leadership is the theme of this year’s conference;; But I’m going to talk about a few features of For All Leaders that are particularly applicable to the blue collar experience;; --For All Leaders definition focused on inclusiveness (reach more than 90 percent on teams) and effectiveness—including retention, productive and agility --For All Leaders have characteristics including humility; a focus on purpose;; and a dedication to build bonds of trust no matter who their people are; Humility—speaks to not looking down on those in the trenches (foreshadows Jerome’s story) Focus on Purpose—speaks to helping people doing what can be very discrete and tough manual labor see the big picture. Story of brick layers not laying bricks but building a cathedral (foreshadows NuStar on connecting purpose to the front line) Dedication to building bonds of trust no matter who their people are—speaks to a willingness to be open to people of different race, gender, national background. This has a macro aspect—in how you build an inclusive culture across national boundaries/globally; and a micro aspect—in how a particular leader may step out of his or her comfort zone and welcome a non-traditional worker (these foreshadow Dow talking about far-flung organization and D&I focus, as well as Judy’s story of pushing for a gender-equal manufacturing workplace) AI Readiness Last topic I want to touch on is what we’ve learned about how ready different industries are ready for the age of Artificial Intelligence;; That is, how are different sectors, including manufacturing, preparing for the arrival or more and more automation and smart technologies? First of all, let me bust a myth about AI that we often hear: workers are afraid of robots taking our jobs;; that’s not what we found;; THE NANCY QUOTE!/slide Related to this finding, we’ve come up with the AIR Index—the AI Readiness index;; that relates to how ready an organizations’ employees are to move in these new directions? High scores show a workforce excited about the future, confident their org is investing in them, and eager to co-create new products and solutions;; low scores suggests a lack of trust and a lower willingness to contribute the kind of new, creative ideas that all organizations need to succeed;; Manufacturing overall is low in our research;; But this is aggregrate research;; any one or two companies can buck the trend;; And we’re now going to hear from two companies that are doing lots of the right things to prepare for the future;; And that starts with a high-trust, inclusive culture today;; Both Dow and NuStar are Certified Great Places to Work;; and xyz other awards;; We’re going to hear from each of them about how they have achieved Blue Collar Greatness;; First up is Dow…Intro Karen and Judy;;
- panel