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IABC Silver Quill Case Study
- 1. O-I Your Voice Silver Quill Case Study IABC Detroit Breakfast Session January 26, 2012 Strategies for Successful Employee Engagement Outcomes
- 2. What We’ll Cover Measure engagement Plan for success Design and deliver survey 2
- 3. Why Conduct A Survey? Measure alignment with strategic priorities Identify key drivers of engagement Improve organizational performance Research correlates high employee engagement with high performing organizations 3
- 4. Who Is O-I? May be better known as Owens-Illinois World’s leading glass packaging company headquartered in Perrysburg, OH $6.6 billion in net sales in 2010 24,000+ employees in 81 plants across 21 countries 13 official languages Matrix organization structure 4
- 5. Focus Set expectations Gain support Build the team Deliver communication tools Our Recipe for Success Results 100% leadership participation 88% employee participation 14,000 comments Positive feedback from all stakeholders All communications rolled out on time and on budget High engagement during action planning phase 5
- 6. 75 – 80% Participation Rate Towers Watson’s average participation rate is 75% - 80% for global high performance companies Set Expectations Employees receive survey results in face-to-face feedback sessions The survey will be repeated in two years in order to measure improvement 6
- 7. Identify Barriers and Challenges How do you… create shared ownership? reach every participant in their native language? capture comparative survey results for leadership team? encourage open and honest answers? deliver relevant and actionable information? ensure everyone receives the correct survey version? 7
- 8. Internal Regional Human Resource leads Employee Communication leads Information Technology resource Lean Six Sigma Black Belt Strategic Initiative leads Location coordinators Kaizen team members Build the Team External Trusted survey partner Towers Watson Strong communications support Linx Consulting Change management ROI Consulting 8
- 9. Use Lean Six Sigma discipline to: build broad-based support and process discipline engage all regions and major functions Segment employee population to allow for meaningful analysis and clear accountability for follow up Establish appropriate benchmarks Manufacturing High-performing companies Country-specific norms Generate actionable outcomes from survey Design the Survey 9
- 10. Lean Six Sigma Methodology Kaizen approach Key pre-work assignments Survey design Communication planning Action planning with RACI methodology Team members selected based on: Key leader in area of expertise Knowledgeable in regional/functional areas International exposure Ability to express opinions and ideas clearly and confidently Fully empowered to make decisions and take action Able to devote up to 5 hours of kaizen pre-work 10 What are the top 3 topics on your employees' minds right now? What are the 1-3 goals you’d like to see this survey achieve?
- 11. Kaizen Outcomes Project Goal Results & Outcome Process Sustainability Employees can complete survey in 15 – 20 minutes Response rate 75% – 80% (2008 response rate – 93%) Survey named Your Voice Incorporated data from other initiatives into design: HPP, Change Readiness, LSS and Pathways Determined delivery method (paper and web- based) Survey translated into 13 languages Developed communication strategy to engage location coordinators, management and O-I employees Established linkages for internal metrics against survey results Revised project plan with Towers Watson Established task ownership Scheduled follow-up action planning Kaizen for 1st quarter 2011 Identified location coordinators 11
- 12. Establish Location Coordinators Role: Partner with Plant Manager for location-specific activities Key responsibilities Promote survey using materials provided in the toolkit Work with Plant Manager to schedule survey sessions Identify Survey Facilitators for scheduled sessions and coordinate training Ensure that all completed surveys were kept under lock and key Answer Plant Manager and employee questions Later, help champion location’s action-planning 12
- 13. Our Communication Approach Key themes Proximity – Local areas owned the process Accountability – Leadership pledged active support and held all accountable for taking action Tools – Communications informed, educated and engaged Key phases Planning & Strategy Results Rollout & Action Planning Promotion & Survey Launch 1 32 13
- 14. Communication StrategyPlanning & Strategy 1 14 Objectives Survey Name Stakeholder Approach Key Messages Vehicles Timing Success Measures Determine purpose of communication and desired results Determine how to brand and/or name the survey experience Define key stakeholders and identify what we want them to do Craft critical messages that will be reinforced in all communications Identify key communication vehicles Build a roadmap that supports success Identify metrics
- 15. Communication Objectives Provide the rationale for “why survey and why now” Encourage shared ownership and accountability from senior leadership Encourage employee participation and stress the importance of sharing Your Voice Identify overall timing and responsibilities for what needs to happen when Thank and acknowledge employees for participating Set expectations about next steps and plans 15 Planning & Strategy 1
- 17. Detailed ToolkitsPromotion & Survey Launch 2 Detailed toolkit for Location Coordinators Contents: o Overview of role o Key talking points o Q&As o Overview of survey process (paper and online) o Launch checklist o Survey schedule template and tracking sheet o Promotional posters o Invitations o Reminders o Facilitator guide/training materials o Timing/calendar o Agenda for location meetings o Contact list, including IT Helpdesk info for online o Process for escalating questions 17 Abbreviated versions for Plant Managers and Home Office/Country HR
- 18. Targeted MessagesPromotion & Survey Launch 2 18
- 19. Regular Status UpdatesPromotion & Survey Launch 2 Survey updates on agendas of manufacturing leadership team meetings Executive leadership bi-weekly staff meetings Human Resource leadership team monthly calls Communications leadership team quarterly meeting 19
- 20. Cascaded Rollouts Results Rollout & Action Planning 3 Board of Directors UpdateCore Team Results Review Leadership Results Plant Manager Annual Meeting 20
- 21. Results-to-Action Workshop 21 Results Rollout & Action Planning 3 Focus: Provide an overview of the project Define roles, responsibilities and accountabilities for action Share global, regional and functional results Prepare participants to lead implementation efforts at their locations
- 22. Collaboration Website 22 Results Rollout & Action Planning 3
- 23. 5 Most Valuable Learnings 1. Enhance the value of your survey by understanding and aligning to your organization’s strategic initiatives and objectives 2. Survey results are just data unless the organization is committed to taking action 3. Be honest and realistic about expectations 4. Most effective change happens at the front-line 5. Ask for ongoing support and commitment throughout survey process 23
- 24. Questions? Email: janie@linxllc.co Email: alinagh434@gmail.com 24 Alina Haas Janie Brill, ABC
Editor's Notes
- Introduction by Deborah Wilson.
- What is engagement At O-I we wanted to understand how engaged OI employees were relative to the following: (discretionary effort)
- Gallup-Healthways Well-Being Index (WBI) Ohio and Michigan ranked in the 5th Quintile overall and in the bottom 10 in work environment . . . . Which includes: Job satisfaction / Ability to use one's strengths at work / Supervisor's treatment (more like a boss or a partner / Supervisor creates an open and trusting work environment Why does engagement matter: Engaged employees are more productive (according to Hay Group, actively engaged are up to 43% more productive than their colleagues) Towers Watson study found that companies with high levels of employee engagement had operating income improvement of 19% compared to 33% decline over a 12 month period. The future challenges Kenexa’s High Performance Institute Worktrends Report notes that employee engagement across countries, job types, and industries continued to decline through 2011. The most significant decline was in retention (9% drop)
- O-I’s first global all employee survey …. however, it was not our first global survey. In 2008 O-I surveyed 400 of its leaders ----- WALK BEFORE RUN This built Early credibility among leaders for the broader survey. Provided preview of the value of the survey information and how their regions could benefit Importance of building broad support Asking for commitment and ongoing support throughout the process
- Story about executive team buying into optimizing participation as a goal . . . if they wanted top participation employees would need to complete the survey during company time --- not before or after work AND not during personal breaks. This meant OI’s 81 plants would have to pull approximately 12,000 production employees off the line over a 4 week period for a minimum of 30 minutes.
- It was impossible to reach 75 – 80% participation with a center-led process given . . . relatively decentralized organization complexity of administration 2 different version (all employees, 440 leaders leaders) (408 leaders surveyed in 2008) 2 different platforms (approximately 2000 on-line surveys, remainder paper-based) $ investment required
- Importance of identifying the right stakeholders and building on the “right” platform (LSS) Initiatives: High Performance Plan SAP Implementation Wellness Lean Six Sigma Company
- Each regional president was asked to nominate a representative for the Kaizen who would be fully empowered to make decisions on their behalf. Kaizen prework “fast tracks” the entire process Participants: Brought initial survey counts by facility to the Kaizen Gathered input from their leadership on current priorities, survey concerns, etc. . . . Prior to attending (3 version – key stakeholder, regional business leader, regional hr leader) Presented key concepts & priorities (provided focus to the next segment of selecting / building survey questions – 75% of survey questions were normed)
- Culture of Continuous Improvement Built the survey in the Kaizen – reduced survey creation time by 80%
- Regional HR leaders and Kaizen team members were asked to nominate location coordinators for each of their locations. These individuals were typically the local HR manager at the facility. 92 location coordinators – all had to have English language competency
- As you’ve probably picked up from Alina’s comments, communication was closely integrated into the overall planning and execution of this project. Very early in the process we identified 3 key themes or guiding principles we wanted to follow: Proximity – which means that at the end of the day, the local teams needed to support and own the process Accountability – leadership support was vital to O-I taking on this project. As with other companies, there are many, many other priorities occurring at the same time, so we took specific steps to engage with leadership early in the process to ensure they would visibly support the effort . Most importantly senior leadership publicly pledged that all would be held accountable for taking action on the results. Tools – this was a very new process for O-I so our job was not only to inform, but to educate and drive behavior change. Easy-to-use tools were critical in helping our location coordinators drive survey participation at the local level. Our communication approach fell into 3 main areas and I’ll go through each of them now.
- We needed to create a comprehensive communication strategy that would guide our communications. First, we had to think about the survey promotion and launch and what would encourage employees to participate in the survey. The Kaizen team even debated whether or not we wanted to offer an incentive for participation. In the end, we felt that this was not about incentives, it was about employees freely voicing their opinions. Second, we had to think about the results roll out and how we could maintain momentum to take action on the results. Our strategy included the following sections: Objectives Survey brand or name Targeted approach for each of our stakeholders Key messages Timing that would pace and sequence our messages and lastly, metrics – how we would measure success.
- As I mentioned earlier, we thought about communication objectives before, during and after the survey. Before the survey, our objectives were to answer the “why” and encourage leadership support and accountability. Leading up to and during the survey process, our goal was to encourage employee participation which meant ensuring that their responses would be confidential. During the Kaizen session, we determined the smallest number of responses that would be reported – 10. We also emphasized the importance of sharing your voice. O-I’s CEO visibly and in writing supported the survey and assured all that actions would be taken. After the survey, our objectives were to acknowledge participation, thank those that contributed and set expectations about next steps and action planning.
- Another part of our planning process was to establish a brand or name for the survey. This was a challenge for several reasons: We wanted a name that was simple and easy to understand in all of O-I’s 13 languages – story about Pulse We also wanted to send a clear message that the survey is about employees and their opportunity to share their views and opinions on what would make O-I an even better place to work. One of our key steps was to identify individuals in each market who could review and proofread the translated surveys to ensure that the messages would be understandable by all audiences. We also used these people to run usability tests of the survey instrument.
- To help our location coordinators, we developed two very detailed toolkits – one to support the survey launch and promotion, and the other to support the results roll out. The toolkits included step-by-step actions that the location coordinators needed to take. We also included a number of tools that could be handed out and/or shared separately, such as talking points and Q&As. To ensure that we were on the right track, we socialized drafts of the toolkits with local HR and other key influencers in O-I to make sure we weren’t missing anything. There were more abbreviated versions for Plant Managers and Home Office and Country HR.
- Here are some examples of the various materials we sent to the locations – poster, tool kit, table of contents, etc.
- Another way we communicated about the survey was through regular status updates. Alina was very well connected throughout O-I and did a great job getting time on key agendas. This was particularly helpful in the leadership meetings.
- The final area of our approach was rolling out results and planning actions based on those results. It was very important to cascade the information appropriately. Since this was the first time O-I had taken on a survey of this magnitude, there was some angst among leaders regarding the results. We test drove the results with the core survey team to get initial perceptions and recommendations for rolling out the information to others. Next, we shared the results with the CEO and his executive team. Third, we scheduled separate webcasts with each region president and his team to review their region-specific results. There was a separate, more high-level review for the Board of Directors and of course, getting specific information to the plant floor was key.
- Again using O-I’s tried and true Lean Six Sigma methodology, we held another global Kaizen. This session was called our Results-to-Action Workshop. Many of the same participants who attended the initial Kaizen participated. In addition we included other key people who would have ownership for actions based on the results. This was a true working session where participants had the opportunity to review their results using an online tool and create findings presentations to take back to their locations. We provided a separate toolkit with materials to help them roll out the results, hold focus groups to learn more and create action plans based on their priorities.
- Shortly after the initial results roll out, O-I corporate communications created an interactive collaboration website where leaders could go for further information and also to share best practices and ideas.
- The most valuable survey is the one that has broad-based support, input and participation. The most successful survey is the one that creates honest, credible, and tangible change. We have one opportunity to do this by . . . 5 most valuable learnings