"Staff Engagement at Herb UK" - Craig Esterhuizen, Herb UK
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"Staff Engagement at Herb UK" - Craig Esterhuizen, Herb UK
- 10. Processes after
- 14. 2 1 22 1 w/e w/e 1 1 1 0 2 w/e w/e
- 16. Success Rate of Suggestions 72% 28% Action No thanks
- 18. Spread 18 82 1 % Negative % Positive % Neutral Sep 2010 Staff Morale Results
- 19. Total 79 111 0 10 20 30 40 50 60 70 80 90 100 110 120 Complaints vs Compliments 2010 Total Complaints Total Compliments
- 20. TOTAL BRANDED SALES GRAPH COMPARISON £3,650,627 £2,892,780 £2,264,747 £1,932,611 £1,522,500 £0 £500,000 £1,000,000 £1,500,000 £2,000,000 £2,500,000 £3,000,000 £3,500,000 £4,000,000 2005-2006 2006-2007 2007-2008 2008-2009 2009-2010
Editor's Notes
- 20 years Ethos: Organic, quality, sustainable, people focussed OCS & ToN Quality - Cosmetics Plant Fire – Click to show slide Enjoyed phenomenal growth since 78% export to almost every continent
- 1. Identified staff training needs through functional gap analysis, results from a full staff workplace satisfaction survey, and individual performance assessments. 2. Company skills pledge established. 3. Forged links with Train-to-Gain and Brockenhurst College for all training (piloted a PMO2 NVQ for Brock using an in-house registered assessor). 9 staff have achieved success (details noted below). 4. Used NVQs to benchmark team leading, supervision and functional development. 8 learners currently participating. 5. Train-to-Gain helped identify management training needs resulting in the following training being executed: a. Colour Works training for all management staff b. Supervisory skills for supervisors and managers c. Assessment & Feedback skills for supervisors and managers. d. ESOL training for foreign staff. 5s training for all staff then put into practice Kanban, visual management, coaching & feedback training given to managers & supervisors 6. Functional training was invested in forklift handling, fire fighting, health & safety and production efficiency and work process training. 7. We built an in-house salon in order to train staff and customers in the application of our products. This was augmented by the distribution of a product application training DVD to our entire customer base.
- Top down & Lateral HR assessment reviews – annual: one-on-one Annual staff morale survey Monthly morale surveys Weekly departmental meetings Fortnightly management meetings Open-door policy Pigeon-hole system, memos, payslips, Quarterly MD address – bonus Culture change: less Business Link representative visit Processes Daily team meeting Notice board (Updated & 5s’d) Culture change on feedback & recognition which is more widely used now Standards: 5S, Lean, Kanban, Visual Management etc
- Visual now. Our vision is for someone to start work & be able to run a line if the procedure was followed & to simplify it which is easier said than done
- Bottom up Travel scheme
- Why suggestion scheme: Needed to derive a method for generating ideas from the coal-face, because that’s where the ideas lie. Developed the scheme which works as follows: Individual who has an idea fills in the card New ideas are discussed among groups (power circles) where they are accepted / modified / approved – team buy-in achieved Forwarded to management for approval (budgetary / strategic) – action / wait / no thanks – feedback (verbal & written) Quarterly draw out of a hat: ½ day’s leave Types of suggestions range from environmental, lean, quality, morale, product development etc. Maybe discuss in feed table that has saved £6k a year
- One suggestion that came forward was the leave your car at home scheme We needed to build on a shower for the cyclists and joggers (Sick leave has dropped)
- Other incentives that relate: Staff profit share scheme: 1% of gross profit Recognition at departmental level Staff days out
- Top down & Lateral HR assessment reviews – annual: one-on-one Annual staff morale survey Monthly morale surveys Weekly departmental meetings Fortnightly management meetings Open-door policy Pigeon-hole system, memos, payslips, Quarterly MD address – bonus Culture change: less Business Link representative visit Processes Standards: 5S, Lean, Kanban, Visual Management etc
- Compliments outweigh complaints Complaints decreased with increased volume
- On course for >4.5 million branded sales from 1.5 million in 2006 Growth 09-10: Increased branded sales by 25% Increased Gross profit by 29% Increased Net profit by 31% Compare to 08-09??
- NFSB award for most sustainable business 2009 = Business of the year award Hants & IoW Sustainable Bus Award Finalist – winner was an Eco farm charity training environmental sustainable practices. Hand over to Mark: SWOT ???
- Raoul