Engagement RIE “Lean”

Increased Employee Satisfaction Increased Employee Engagement Increased Customer Satisfaction

Decrease Production Costs Increased First Pass Yield

Increased Employee Skills Decrease Cycle Times

Increase Production CapacityDecreased TurnoverIncreased Revenue

Decrease Cost Increasing Profit

College Transfers

Adult Education

Current Employees

Community Colleges

High Schools CommonSkills

TrainingTech Schools

Orient,Screen

&Identify

Candidates

Building PipelinesBusiness Metrics:

- Decrease Cost of Hiring- Reduce Attrition (pre- and post- hiring)- Reduce Hiring Cycle Time- Improve New Hire Integration - Improve New Hire Job Performance- Decrease New Hire Time to Competency

Military

State Employment Offices

Temp Agencies

Other Companies

Interview&

AssessSkills

GenerateLabor Req’s

HiringDecision

Increase Cost Decrease Cost

1st JobSkills

Development

ShouldBe

Tracked

Training Concept

209

Training Program Overview

Skill Paths

1. Mechanic

2. Assembly

3. Sheet Metal

4. Material Handler

5. Technical Inspection

6. Maintenance

7. Production Control

Common SkillsTraining

What every employee needs to know

CellTraining

Skills to do 1st Job

Intermediate SkillsTraining

Skills to do second and third job

Employee Skill Path

Lead/Advanced Skills Training

Skills to Teach Others the Job

Master MechanicMentor

Tech Specialist

Hirin

gOn

Boa

rding

Organizational Goals– Cost– Schedule– Quality– Safety

Individual Goals– Compensation– Opportunities– Responsibility– Work Environment– Recognition

Communication Awareness

Goal Alignment

Led

Leader to Led LinkageAuthentic

Communication

Individual Development

Plans

Performance Reviews

Resources

Leader

Alignment

SS

OM

1S

MU

NE

GM

OM OM

SSSS

1S 1S

GT GT

NE

Organizational Scheme

GM: General ManagerOM: Operations ManagerSS: Shift Supervisor1S: 1st Line SupervisorMU: Make Up SupervisorGT: Go To EmployeeE: Employee NE: New Employee

Vertical Dyad Linkage

EE

•How The Work Gets Accomplished•Core Daily Business Element•Communication Linkage•Planning Horizons•Specific Task/Behaviors

Organizational Schemefocuses on linkage and

its affect on the CoreBusiness Element

If we align the organization’s business process to its people and improve leader behaviors then we will increase team

engagement and improve business performance

Value StreamValue Stream

ALIGNMENT Companies continue to be organized vertically in stovepipes yet they create value horizontally. Long Tail

services, market shifts, acquisitions, competition demands, etc. requires greater agility yet companies rarely change the way they operate to create the conditions for increased agility. Companies are trying to running different plays but from the same formation. Successful companies have a seamless marriage between the way they do business and their most valuable asset . . . their people.

LEADER DEVELOPMENT If People are Hard . . . Leaders are Harder! Leaders, rather than tools and techniques, can most effectively

propel an organization to world-class performance. Leader Development must begin with the end in mind and have a systems approach. Leaders know how to organize a team for success. They view people development as a process (as in sports), from recruiting and trying out to making the team, followed by investing in workforce development for long-term value. In addition, they learn how to build depth in the organization to reduce risk, develop succession planning, and “keep score” to build winning teams over the long haul.

ENGAGEMENT There’s no easy path to organization-wide employee engagement. Members of a winning team think hard, play

hard, and communicate effectively. Top-performing leaders understand the importance of team engagement and trust. Leaders who offer clear direction, information, appropriate resources, as well as feedback and coaching will build trust among employees. Trust encourages people to treat a company as their own, hold each other accountable for doing the right thing, give an early warning about problems, and courageously ask questions. Results from this scenario – an environment of “engaged” employees -- include more agility and lower costs.

BUSINESS PERFORMANCE How do you know when you’ve got a “dream team” in your organization? They’ve got clear goals and a plan to

win, with a way to measure progress. They’re leaders on a mission. You have a high level of trust, and near- real-time situational awareness (effective goal-focused communications). Team members’ skills and behaviors are complementary. Workers are passionate and motivated. They like to be with each other. And they know how to win!

On Boarding Building People Pipelines to Attract, Hire, and Retain the Right People, in the Right Numbers, in the Right Skills, at the

Right Time, at the Right Cost . . . “Getting the right people on the bus.” The best companies do not put ads in the paper to find employees. The best companies understand what their High Performance Employee profiles are and then focus their recruiting energy and resources on those target populations providing candidates with the best chance for success. The On Boarding Process begins with the generation of a labor requirement and ends with the employee performing the intended 1st job work at a similar level of performance to others on their team. Connecting the dots between the targeted candidates populations and industry is a significant and complex program management challenge. Synchronizing and integrating these very diverse groups to attain a Win-Win requires a focused and dedicated effort to ensure the correct business outcomes are achieved and the return on investment is positive. The goals are Decrease Cost of Hiring, Reduce Attrition by engaging the workforce day one, Reduce Hiring Cycle Time, Decrease Time to Competency and Improve New Hire Performance.

Incumbent Skill Development Industry requires an agile, competent workforce to meet the ever increasing business demands. What is your plan to move

your people along the correct developmental career path where your best athletes are engaged and encouraged to stay? Components of TMG’s Skill Development include Identifying Skill Gaps, Labor Category Analysis, Skill Paths Development, Common Skills Training Program, Cell/Basic Skills Training Program (1st Job, 30/60/90), Intermediate Skills Training Program (Increase Competency, 2nd/3rd Job), Advance Skills Training Program (Training for Masters), Master’s Program Development and bolstering your Depth Chart through a detailed and systematic succession process. Scope and methodology typically consists of the following steps:

• A skills analysis is performed to identify what skills are required for each relevant job, based on the value stream. • An evaluation is developed and delivered to rank each employee against each required skill for their job. • Training requirements and a training budget are then generated through analysis of the employee evaluations. • Training is then developed to address the areas of greatest need as determined by a comparison of the employee

evaluation data to the product value stream. • Individual Developmental plans are generated for each employee, providing them with the requirements they need to

fulfill to improve their job performance, and to progress within the organization.

Leader Skill Development The leading indicator of Business Success is the Performance of Current Leaders. These leaders are the

ones who are driving the businesses every day. With this in mind, it is not enough to have broad-based leadership training focused on the soft management attributes but instead programs and training should be focused specifically on those hard core skills these leaders must master to be successful. Deliverables often include the following:

• Analyze and map the Current Organizational Scheme to include Core Business Data Element, Core Business Activity, Operational Processes, common and unique responsibilities, planning horizons, communications techniques, analytical requirements, and interaction with People, Data, Product, and Equipment.

• Conduct a Workforce Data Analysis • Define the Leader Mission Essential Tasks with associated High Performance, Developmental, and

Dysfunctional Behaviors level by level. Conduct on the job site interviews with a (~ 90%) of the Plant and Production Leadership. Strengths and Weaknesses by Task Strengths and Weaknesses by Individual Instrument anomalies by Manager/Leader Identify Trends Identify High Impact Areas of Concern for immediate action Identify and define Systemic Issues

• Develop and define a list of “Good Ideas” categorized by short, mid, and long term implementation times, resources required and expected time to impact for Senior Executive Review.

• Prepare a Human Capital Management Performance Improvement Design document and guidance with a recommended modernized HCM Program High Level Design and path forward recommendations.

• Strategic Communications Plan

TMG Benchmarking Analysis The TMG Benchmarking Analysis can either be extremely focused where you provide us a given challenge or one that is as

broad scoped as possible where we actually conduct the benchmarking analysis and identify areas of strength, weakness and opportunity.  Some of the areas that we have drilled into in the past are Organizational Scheme, the On Boarding process, Incumbent Production Workforce, Engagement at all levels, 1st Line Supervisors, Leader/Manager Development, Executive Leadership Development, etc. Bottom-line, we pride our visit on a customized observation and analysis on your specific business or area of interest.   We spend the afternoon discussing your challenges and issues to create a path forward. Prior to the Benchmarking Analysis we will meet with the sponsor/company face to face or conduct conference calls so we can coordinate the best possible agenda and analysis that will make the visit a positive and rewarding experience for the host company.  Often during the initial conversation we will gather data that we will use in the analysis.  Much time is spent up front with the sponsor so when we walk into the Benchmark Analysis it is focused and productive.  Bottom-line, we want to earn our way onto your team and providing a world class analysis during our visit with a well defined path forward and milestones is a start of that trust and partnership.

Analysis and Design (A&D) The Analysis and Design is the cornerstone to the systematic approach that we take at TMG in order to solve the specific

problem(s) and/or identify areas of opportunity for each respective client. A usual period of performance for an A&D can be between 60-90 days. During this time we pride ourselves on getting to know every individual within the client’s organization. We passionately believe that by embedding our team directly into the client’s organization will better allow us to understand the challenges and opportunities that the client faces and thus more accurately define and understand the current state. From this detailed analysis, only then can we design a customized system that takes the client to their desired future state. The scope of this effort is to conduct a gap analysis to determine and define the current structure, organizational scheme, personnel training and performance strengths and weaknesses, make short, mid, and long term performance improvement recommendations with resources required, then design a modernized Human Capital Management Performance Improvement Program that is results oriented, staffed by highly motivated, well-trained employees who are empowered to act and challenged to improve the effectiveness of the operation every day. Finally, we will recommend a Path Forward to develop, implement and measure the expected Human Capital Management Performance Improvement Program outcomes. The results of our detailed analysis will be a design and development roadmap of a Modernized Human Capital Management Performance Improvement Program to include a detailed plan of action and milestones.

Regional Educational Center

REFERENCES

Rena ThorsenChief Executive Officer

Celerity, LLCrthorsen@celerity.com

Mark OrtonGeneral ManagerBall Corporation

morton@ball.com757-888-1640

Bobby BurrellOperations Manager

DaySpringsbobbyb@dayspring.com

479-549-7135

Sien WhitmireHuman Relations Manager

ESCO CovingtonSien.Whitmire@escocorp.com

859-380-3562

Robert P. LeberDirector, Education

Northrop Grumman Newport NewsRobert.Leber@ngc.com

757-688-4412

John ThomasVP Operations

ESCO CovingtonJohn.Thomas@escocorp.com

859-344-5821