iabc silver quill case study
TRANSCRIPT
O-I Your Voice Silver Quill Case Study
IABC Detroit Breakfast SessionJanuary 26, 2012
Strategies for SuccessfulEmployee Engagement
Outcomes
What We’ll Cover
Measure engagementPlan for successDesign and deliver survey
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Why Conduct A Survey?
Measure alignment with strategic prioritiesIdentify key drivers of engagement Improve organizational performance
Research correlates high employee engagement with high performing organizations
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Who Is O-I?
May be better known as Owens-IllinoisWorld’s leading glass packaging company
headquartered in Perrysburg, OH$6.6 billion in net sales in 201024,000+ employees in 81 plants across 21
countries13 official languagesMatrix organization structure
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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
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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
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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?
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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
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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
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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
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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?
Kaizen Outcomes
Project Goal Results & Outcome Process Sustainability
Employees can complete survey in 15 – 20 minutes
Response rate75% – 80% (2008 response rate – 93%)
Survey named Your VoiceIncorporated data from other initiatives
into design: HPP, Change Readiness, LSS and Pathways
Determined delivery method (paper and web-based)
Survey translated into 13 languagesDeveloped 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
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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
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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
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Communication Strategy Planning & Strategy
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Objectives
Survey Name
StakeholderApproach
Key Messages
Vehicles
Timing
Success Measures
Determine purpose of communication and desired results
Determine how to brand and/or name the survey experienceDefine key stakeholders and identify what we want them to doCraft critical messages that will be reinforced in all communications
Identify key communication vehicles
Build a roadmap that supports success
Identify metrics
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
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Planning & Strategy
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Branding Planning & Strategy
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Detailed Toolkits Promotion &
Survey Launch
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Detailed toolkit for Location CoordinatorsContents:
o Overview of roleo Key talking pointso Q&Aso Overview of survey
process (paper and online)
o Launch checklist o Survey schedule
template and tracking sheet
o Promotional posterso Invitationso Reminderso 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
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Abbreviated versions for Plant Managers and Home Office/Country HR
Targeted MessagesPromotion &
Survey Launch
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Regular Status UpdatesPromotion &
Survey Launch
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Survey updates on agendas of manufacturing leadership team meetings
Executive leadership bi-weekly staff meetingsHuman Resource leadership team monthly callsCommunications leadership team quarterly meeting
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Cascaded RolloutsResults
Rollout & Action
Planning
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Board of Directors Update
Core Team Results Review
Leadership Results Plant Manager Annual Meeting
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Results-to-Action Workshop
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Results Rollout &
Action Planning
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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
Collaboration Website
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Results Rollout &
Action Planning
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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 expectations4. Most effective change happens at the front-line5. Ask for ongoing support and commitment
throughout survey process
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