Situation: Improving Manufacturing Employee Engagement
This $12 billion Fortune 500 industrial manufacturing leader with offices in over 60 countries started a broad initiative to grow revenue, create operational excellence, and build a winning culture. One of their key success metrics identified for the initiative was increased employee engagement. As part of the strategy, they ran an employee engagement survey and implemented broad engagement actions across the company based upon the results.
Complications: Improving Manufacturing Employee Engagement
Objective
Raise overall employee engagement scores by at least 2 points.
Approach
After four years of little progress, the senior leadership team decided to hold managers accountable for demonstrating authentic leadership and driving engagement locally. This new approach included making sure that leaders at all levels are accountable for doing the right things to manage performance, communicate important messages, and to develop and reward their people. Leaders were expected to be role models for the values of the organization and hold their teams accountable for hitting specific metrics against business outcomes and key leadership competencies throughout the performance management and leadership review cycles.
Additionally, the company created the following seven overarching engagement guiding principles to consistently drive the initiative forward across the globe:
Solution
In support of the seven guiding engagement principles, the company developed a comprehensive Employee Engagement strategy focused on enterprise and business-led activities with a constant emphasis on two-way communication and continuous improvement.
(1) An Online Employee Engagement Manager Toolkit with a Talent Risk Assessment, a template to a Stay Interview conversation plan, a one page What Matters Most survey, and links to best practice tools and articles.
(2) Executive Overviews detailing the critical business case for engagement across the organization and setting the expectation to model engagement and retention behaviors.
(3) Human Resource Coaching and Training designed specifically for Human Resources personnel to coach on engagement and promote use of Manager Toolkit resources.
(4) A series of targeted career development workshops for employees and managers.
(5) Best Practice Sharing of top quartile engagement managers as lessons learned from project postmortems across the organization.
Results
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