attract, empower and empower and retain ethical employees compliance & ethics institute...

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Attract, empower and retain ethical employees

Compliance & Ethics InstituteSeptember 17, 2014

10‐11:45 a.m.

Facilitators:Lorrie Bamford

Ann Kulow

• Identify strategies (hard and soft skills) needed to attract, educate, enhance, empower and retain ethical personnel resulting in the formation of an ethical culture

• Learn from Each Other:

• Plan and share techniques specific to the requirements, regulations or limitations of industry

• Sharing of identified techniques for maximum effectiveness to provide a workforce of ethical employees

Goals of this Session

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Lorrie Bamford – (Gaming Capital Group, LLC)

• Focus on attracting and empowering ethical personnel

Ann Kulow (Harley‐Davidson, Inc.)

• Focus on retaining and empowering ethical personnel

Activity

Regroup

Agenda

Gaming Capital Group, LLC

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Attract

Define your Company Values

Define your Industry Values

Define Employee Traits• Trainable• Regulatory Background• Licensing

Attract (continued)

Define Specific Position Considerations

‐ Risk and Compliance Obligations

‐ Points of Pain

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Empower

Definition: Verb. To give someone the authority or power to do something.

Why is empowerment important here?

How to Empower?

Tools to Empower

Communication

Auditing

Training

Follow Up

Compliance & Ethics Week

Look Beyond Your Four Walls

**RELATIONSHIPS**

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Retain

Reporting Tools

Consequences

Mentoring

Message from the Top – Set an Example

Be Open to Revisions

The Break‐Up: Damage Control

Model for Attraction, Empowerment and Retention

Knowledge

Good Practice

Process Skills

Values and Ethics

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Purpose:

HARLEY-DAVIDSON

Who is Harley‐Davidson

• Public Company

• Two Business Segments:

• Motorcycles & Related Parts & Accessories

• Financial Services

• Do business in 90 countries

Fulfilling Dreams While Building an Ethically Engaged Workforce

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Who is Harley‐Davidson (con’t)

• 6,000 Employees Globally

o 21 countries

o 2600 union workers (+ surge workforce)

o Manufacturing plants

5 US plants (Wisconsin, Missouri, Pennsylvania)

2 non‐US plants (India, Brazil)


Engaging Ethical Employees

Doing the right thing for our global community

• Harley‐Davidson Encourages

o Community partner

The Harley‐Davidson Foundation

Volunteering

o Sustainable manufacturing


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Engaging Ethical Employees

Doing what is right to build sustainable relationships that get the job done in an ethical manner

Harley‐Davidson Encourages

• Knowing yourself

• Knowing your team/cohorts

• Knowing your reports

• Knowing your leadership


Engagement at the Start of the Ride …

New Employee Orientation (we care … )

Formal announcement on Intranet

Required compliance and ethics training developed in‐house using employee actors and true‐life scenarios

Understanding the Valued Behaviors

Be Accountable

Model Integrity

Value Individuality and Diversity

Inspire Teamwork

Encourage Creativity


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Engagement at the Start of the Ride …

Understand the history

Training for new managers

Gallup® Strengths Finder

Collaborative work environment


Opportunities to Know Yourself

Understand your personality type

Increase self awareness (your individual strengths & opportunities)

Focus on social awareness (your ability to engage others)

Develop compassion


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Opportunity to Know Your Team/Cohorts• Personality evaluations / type testing

• Developing/maintaining engaged relationships

• Mentoring/bridge building

• Valuing individuals with diverse backgrounds, experiences, strengths and talents

• Developing trust

• Developing an environment where employees feel safe to speak up

• Facilitating open, fair, diverse environments

• Business Employee Resource Groups (BERGs)

• Harley‐Davidson University

• Modeling the Valued Behaviors – tied to compensation

• Develop compassion


Opportunities to Know Your Reports

• Personality evaluations / type testing

• Developing trust/maintaining engaged relationships

• Coaching with Shared Language (Gallup, other tools)

• Setting clear expectations

• Understanding motivation

• Training to developing an environment where employees feel safe to speak up

• Facilitating open, fair, diverse environments

• Encourage wellness

• Encourage compassion


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Opportunities to Know Your Leadership

Actively Model Tone from the Top Everyday

Model transparency

Model the Valued Behaviors (tied to compensation)

Active encouragement to speak up & ask questions


Insights:

Qualitative Study of the Relationship Between the Employee Engagement of Certain Employees and the Emotional Intelligence of their Respective Leaders


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Insights:

It was observed that most of the managers studied scored well in the Teamwork competency. This could be, in part, a result of the Subject Company’s pervasive philosophy and Expected Behavior that teams would work together towards the same goal

The managers whose employees were most engaged were generally adept at managing conflict and understanding their employee’s needs


Insights:

The managers whose employees were least engaged consistently scored low in the Empathy competency category and this may indicate that some of the workers feel that they are not being listened to or are not understood by their manager


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Insights:

Managers should strive to promote a positive workplace environment to help increase employee engagement. The research suggested that holding meaningful conversations, practicing active listening, and preparing employees for change were critical for employee/manager relationships. The importance of relationship building and compassion cannot be overemphasized


Insights:

Workers can be engaged without a manager who is not emotionally intelligent, but managers who are emotionally intelligent intrinsically seem to better understand how to motivate and engage their workers

Albert Einstein theorized that practicing compassion and kindness led to clearer thinking and a more productive way of working (as cited in William & Penman, 2011, p. 210)


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Breakout into similar industry discussion teams

Using the flip boards, plan and share techniques specific to the requirements, regulations or limitations of your industry

Each team will share identified techniques for maximum effectiveness to attract, empower and retain a workforce of ethical employees

* * * BREAK‐OUT * * *

attract, empower and empower and retain ethical employees compliance & ethics institute...

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