Embed Size (px)
DESCRIPTION
Session #1 Building A High Performance Culture: Integrating Quality and Healthy Workplace Frameworks. Building a High Performance Culture Integrating Quality and Healthy Workplace Frameworks October 19, 2004. Joseph Ricciuti [email protected] 416-943-6063 Colleen McKinnell - PowerPoint PPT Presentation
Citation preview
Session #1 Building A High Performance Culture:
Integrating Quality and Healthy Workplace Frameworks
Session #1 Building A High Performance Culture:
Integrating Quality and Healthy Workplace Frameworks
W W W . W A T S O N W Y A T T . C O M
Building a High Performance CultureIntegrating Qualityand Healthy WorkplaceFrameworks
October 19, 2004
Joseph [email protected]
416-943-6063
Colleen McKinnell
416-943-6094
33
4
Bringing it all Together . . . . .
Organizational Health
“Human Capital Management”
WorkEnvironment
EmployeeHealth
WorkplacePolicies/ Practices
5
. . . To Measure and Target Better
OR
GA
NIZ
AT
ION
AL
HE
AL
TH
WORKFORCE HEALTH0
100
100
High High PerformancePerformance
CultureCulture
High High PerformancePerformance
CultureCulture
BURNOUT DANGER
RISK
6
Pillars of Organizational Health
7
Pillars of Workforce Health
8
Because a Picture is Worth a Thousand Words…
Arr
imag
e5
4
3
2
1
0
-
-
-
-
-
-
Cap
abili
ty
Res
ourc
es
Mot
ivat
ion
5
4
3
2
1
0
-
-
-
-
-
-
Pre
vent
ion
Pla
n A
dmin
.
Tot
al a
bsen
ce
Alig
nmen
tOrganizational Health
Workforce Health
Health and productivity index
5
4
3
2
1
01 2 3 4 5
Org
aniz
atio
nal
Hea
lth
Workforce Health
DANGER
W W W . W A T S O N W Y A T T . C O M
Joseph [email protected]
416-943-6063
Colleen McKinnell
416-943-6094
Building a High Performance CultureIntegrating Qualityand Healthy WorkplaceFrameworks
October 19, 2004
Building a High Performance Culture: Integrating Quality and Healthy Workplace Frameworks
KEN WHITEPresident & CEO
Trillium Health Centre
October 19, 2004
National Quality Institute
Kotter’s Eight Elements of Successful Strategic Change
Develop a vision and strategy
Communicate the change vision
Establish a sense of urgency
Empower employees for broad-based action
Generate short-term wins
Consolidate gains and produce more change
Anchor new approaches in the culture
Reward success
Kotter, John. Leading Change. Boston, MA:
Harvard Business School Press, 1996
“Great discoveries and achievementsinvariably involve the cooperation of manyminds” - Alexander Graham Bell
The way we were ……
Vision:
Together… Leaders in Health Innovation
“If you don’t know where you are going … any road
will do”
Trillium Health Centre’sStrategic Priorities
Develop World Class Programs and Services
Build People Places Leverage Strategic Alliances Drive Performance Excellence UNLEASH knowledge@trillium Engage People Fully
Values = Culture
Excellence
Teamwork
Balance
Service
Integrity
Learning
Principles Create Leadership Opportunities
Ambulatory Care
Feed the Cow
Distributed Leadership
Partnerships
Innovation
Giving back
1001 Leaders
BuildingPeoplePlaces
Breakout Session#1 – Building a High Performance CultureBreakout Session#1 – Building a High Performance Culture
2004 NQI Performance Excellence Summit 2004 NQI Performance Excellence Summit
Paul AbbottPaul Abbott
VP & GM Corporate Services Canada VP & GM Corporate Services Canada
October 19, 2004 October 19, 2004
Building High Performance Culture Building High Performance Culture
Planning Vision & mission Strategic Quality Planning Understanding stakeholder
requirements
Process Management
Process ownership Performance
measurement
Organizational Alignment
Organizational Structure Goal setting Communication Reward & Recognition
Continuous Improvement
Reengineering Innovation
Culture & Values
High Performance Organization = Perspiration + Inspiration
American Express Company Values American Express Company Values
Customer Commitment Customer Commitment We develop relationships that make a positive difference in our customers’ lives.
Quality Quality We provide outstanding products and unsurpassed service that, together, deliver premium value to customers.
Integrity Integrity We uphold the highest standards of integrity in all of our actions.
Teamwork Teamwork We work together, across boundaries, to meet the needs of our customers and to help the company win.
Respect for People Respect for People We value our people, encourage their development and reward their performance.
Good Citizenship Good Citizenship We are good citizens in the communities in which we live and work.
American Express Company Values American Express Company Values
Customer Commitment Customer Commitment We develop relationships that make a positive difference in our customers’ lives.
Quality Quality We provide outstanding products and unsurpassed service that, together, deliver premium value to customers.
Integrity Integrity We uphold the highest standards of integrity in all of our actions.
Teamwork Teamwork We work together, across boundaries, to meet the needs of our customers and to help the company win.
Respect for People Respect for People We value our people, encourage their development and reward their performance.
Good Citizenship Good Citizenship We are good citizens in the communities in which we live and work.
A Will to Win A Will to Win
Personal Accountability Personal Accountability
We exhibit a strong will to win in the marketplace and in every aspect of our business.
We are personally accountable for delivering on our commitments.
Building a High Performance Culture Building a High Performance Culture
““The most powerful way to change The most powerful way to change the culture of an organization is to the culture of an organization is to have a conversation with someone.” have a conversation with someone.”
Kenneth I. Chenault, CEO American ExpressKenneth I. Chenault, CEO American Express
Bringing the Culture to LifeBringing the Culture to Life
Recruitment Recruitment New hire orientationNew hire orientation Leadership development Leadership development Goal setting & performance Goal setting & performance
ManagementManagement Employee survey Employee survey
The new values have become a part of the way we operate: The new values have become a part of the way we operate:
Questions to Check Against Delivery Questions to Check Against Delivery
1.1. Do your company values support your business objectives ? Do your company values support your business objectives ?
2.2. Are the values part of the DNA of the company ?Are the values part of the DNA of the company ?
3.3. Have you specifically identified the behaviors that support the Have you specifically identified the behaviors that support the values ?values ?
4.4. Have you made it real for people ?Have you made it real for people ?
5.5. Is performance management and compensations aligned with the Is performance management and compensations aligned with the values ? values ?
6.6. Are you measuring progress against the values ? Are you measuring progress against the values ?
Building a High Performance Culture Building a High Performance Culture
Paul AbbottPaul Abbott
Vice President & General ManagerVice President & General Manager
Corporate Services Canada Corporate Services Canada
DaimlerChrysler Canada Inc.
Canada Awards For ExcellenceHealthy Workplace Award - 2004
Mark GendregskeVice President, Human ResourcesDaimlerChrysler Canada Inc.
Who Are We?
• DaimlerChrysler Canada Inc. is the third-largest manufacturer and wholesaler of passenger cars, trucks, and automotive components in the Canadian auto industry
– DCCI has more than 14,000 employees in various manufacturing, parts, sales and service locations around the country
– More than 12,000 retirees
– A total of 60,500 Canadians are covered by the DCCI benefits program
Where Are We?
Ontario
N.W.T.
Yukon
B.C.Alberta
Saskatchewan
Manitoba
Quebec
NFLD
N.S.
P.E.I.
TORONTO
VANCOUVER
RED DEER
WINNIPEG
MONTREAL MONCTON
N.B.
WINDSOR DCCI Headquarters
Nunavut
CALGARY
DCCI Parts Distribution CentresDCCI Sales OfficesDCCI Manufacturing Plants
What Do We Do?
•Manufacture, sell, finance and service high quality automobiles•Many of the corporation’s most popular vehicles are manufactured in Canada• Dodge Magnum and Chrysler 300/300C in
Brampton
• Dodge Grand Caravan, Chrysler Town & Country, and Chrysler Pacifica in Windsor
Who We Do it With!
• The Canadian Auto Workers union (CAW) are key Partners
• The CAW is the largest private sector union in Canada
• The CAW represents more than 12,500 (90%) of the employees and 9,000 (85%) retirees.
Who We Do it With!
DCCI and the CAW are joint winners of this years’ Canada Award for ExcellenceHealthy Workplace - Award
We are equally committed to providing a healthy and safe workplace to insure employee wellness
DCCI is A Healthy Place to Work!
The core beliefs and values of DCCI help make the workplace a healthy place
• Teamwork - Capitalize on diversity and cooperation across boundaries throughout the entire enterprise, from suppliers to dealers.
• Openness - Transparency in the way DCCI works and communicates. Honesty and integrity in all relationships
DCCI is A Healthy Place to Work!
• Inspiration - Establishment of a work environment that inspires both individual and team performance
• Quality - A commitment to establishing benchmark quality in everything DCCI makes and does
• Responsibility - A commitment to enhance the quality of life and the environment in the communities and societies DCCI serves
Canadian Healthy Workplace Criteria
Leadership is On Board!
• DCCI and CAW leadership have a strong commitment to employee and corporate health and well-being
• Mission statement “We, DCCI and CAW union partnership commit to providing a healthy and safe workplace to optimize employee wellness in the year 2004 and beyond”.
• Leaders understand the linkage between safe work environments, healthy employees and families, and the corporate bottom line
• Policies and procedures developed are communicated and monitored.
• Leaders are accountable for the health and safety of our employees.
• Leaders walk the talk!
Leadership is On Board!
Planning is Key!
• Proactive needs based planning• Information gathered to assess needs
• Formal• Informal
• Programs developed• Goals established• Results monitored
People Focus
• Goal is to protect health and well-being of our employees
• Implement employee feedback
• INFORMATION IS THE KEY
• Employee well-being supported with a comprehensive benefit/wage package
• Wellness partnership
Process Management
• Measure…Measure…Measure
• Those items that directly impact a healthy workplace
• Measurement includes
• Incident
• Ergonomic factors
• Health and safety audits
• Job hazard analysis
Outcomes
•Look at the numbers•Over the past 6 years:• Safety incidents reduced 80%• Lost time injuries reduced 75%• Severity of work place injuries reduced 85%• 15 wellness committees across the country• Increasing participation for each wellness initiative
Viewpoint survey Plant newspaper Dashboard AnywhereM3I2 survey Union newsletter Town HallsWellness survey BenefitsLink Employee Feedback
ProcessSuggestion boxes Committee members Union reps Supervisors Earth Day/Awareness days
Energy conservation teams ISO 14001 Certification Canadian Industry Program for Energy Conservation Canadian Vehicle Manufacturers’ Association Pollution
Prevention Project Canadian Centre for Pollution Prevention Canadian Council of Ministers of the Environment Voluntary Challenge & Registry Inc. Automotive Research & Technology Development
Centre Joint Environment Committees
Base wages Shift premiums Overtime pay Cost of Living Allowance Pension Health care benefits New vehicle purchase plan Childcare assistance Tuition refund Scholarship programs Legal services Time off – vacation, PAA, SPA, LOA
CHEERS/Employee Recognition Program Service Awards Salaried Mentoring Program Commuter Van Program Safety, Quality, Delivery, Cost, Morale (SQDCM) Accommodating pregnant women/nursing mothers Harassment policy Employment Equity Community Service: United Way campaign, Share Drive, Habitat for
Humanity, Salvation Army, etc.
Employee and Family Assistance Programs Doctor and nurses Physiotherapy Substance Abuse Representatives Women’s Advocates Maritime Life Nurse Case Management Program
A wellness program on a variety of important health topics
Focuses on employees, retirees, and their families Local wellness committees comprised of management,
union, and interested employees and retirees Programming based on employee and retiree input Core components offered as part of each initiative:
o On-site kick-off/launch evento Newslettero Contest-based program initiativeso Topic-specific information brochureo Educational presentationso Topic-specific electronic presentationso Environmental support/policy suggestionso Local topic-specific resourceso Information on Dashboard Anywhere websiteo On-site information displays
NTC/union and industry awareness Health and Safety Skilled Trades Metal Product Training CPR/First Aid Basic Education Skills Training WHMIS Professional development
Material Safety Data Sheets Lockout programs Personal Protective Equipment Time study Compliance Audits Core Team Injury Reduction Team Zero Tolerance for
Injuries Incident Management Teams Job Hazard Analysis Ergonomics Safety buy-off process
DCCI/CAW Health, Safety and Wellness at a Glance
Communication
Health and Safety
Education and Training
Working Toward
Wellness at DCCI On-site
Health and Wellness Services
Other
Wages and Benefits
The Environment
DCCI/CAW Health, Safety, and Wellness
Strategy
We, the DaimlerChrysler Canada Inc. and Canadian Auto Workers union partnership, commit to providing a healthy and safe workplace to optimize employee wellness in the year 2004 and beyond.
Obstacles?
• No Quick Fix
• One program will not do it all
• Success based on partnership with CAW and our relationship
• Resources
• Manufacturing Facilities – Assembly Line
• Embracing the culture of Wellness
We all win by improving the overall health and well-being of our
DaimlerChryslerfamily.
Thank You!CAWWindsor-Essex County Health UnitNational Quality InstituteEmployees, Retirees and Families
