Is”Team Enterprise” the Answer?
Is absence the problem?
What?
Team Enterprise
Employee Systems
Continuous Improvement
Communication&
Recognition
Team working & Training
Employee Engagement
& Empowerment
Customer FocusVISION
ManagementStyle
Organisation Structures
Team Enterprise
Why?
Symptoms of the malaise
27%Accident Rate
Losses = Unhappy Shareholders!
288 p.aService Complaints
220 p.aProduct Complaints
82%OTIF
8%Absenteeism14%Staff Turnover
Team Enterprise
How?
Team Enterprise
The Power of Leaders.• 1.What Leaders pay attention to, measure and control on a
regular basis.• 2. How Leaders react to critical incidents and
organisational crises.• 3. Observed criteria by which Leaders allocate scarce
resources.• 4. Deliberate role modelling, teaching and coaching.• 5. Observed criteria by which Leaders allocate rewards
and status.• 6. Observed criteria by which Leaders recruit, select,
promote etc., organisational members.
(Schein, 2004)
Team Enterprise
As you may have gathered by now Team enterprise is all about hearts and minds. But is not just about being all soft and lovey dovey. Loose tight control e.g. clocking in. It is more Tough love
Levels of Engagement.(where are your people?)
Team Enterprise
Team Enterprise
Communica
tions
Contin
ous I
mprove
ment
Empow
ermen
t
Employ
ee S
yste
ms
Exte
rnal
Customer
Focu
s
Intern
al Custo
mer Fo
cus
Manag
emen
t Sty
le
Organ
isatio
n Structu
re
Team
Wor
k
Workin
g at Le
ighs0
10
20
30
40
50
60
70
80
90
1999 - 2009 Employee Survey Results
1999
2001
2004
2006/7
2008/9
Survey Areas
Leve
l of
agre
emen
t
Team Enterprise
AbsenceAs I have said absence
was one of the symptoms of the culture that was prevailing ten
years ago it was running at around 8% with all the consequential costs both direct and indirect to the business {now 2.45% }
Team Enterprise• The Mechanisms• Apart from paying attention to absence and measuring and monitoring including making it one of
our Team Enterprise measures reported at our monthly directors review meeting one of our major processes is return to work interviews. These are positive constructive focussed very much on what the individual and the company can do to deal with the causes of absence. They are most effective at reducing short term absence. RTW’s are monitored and chased up they do help in controlling and reducing absence. By the way we pay company sick pay from day 1. The only factors that restrict the amount and duration of company sick pay is service and length of absence. But even then we are flexible with the duration of payment depending on the nature of the individuals illness. Through measurement we focus managers attention on absence and we have tight standards of attendance failure to meet these results in disciplinary action for unauthorised absence our standard is more than two latenesses or one absence or a combination in any 4 week rolling period is a trigger for potential disciplinary action. For sickness absence we use our capability procedure.
• In terms of what might be described as ‘softer’ approaches we offer employees free flu jabs, availability of ‘street doctor’, clock onto health initiatives.
• Again our loose tight and tough love philosophy.
• We aim to adopt a very positive and constructive approach to dealing with Absence as an integral part of our overall HR Strategy – Team Enterprise. Involving the people in the design and implementation of our various polices and procedures and using their abilities.
Team Enterprise
The pay back 2000 – 2008 - 2010Measure 2000 2008 2010
Staff Turnover 14% 4% 0.5%
Training Days/Employee
0 2.82 2.46
CIT Savings 0 £600K £720K
Accidents 27% 12% 6%
Headcount 366 246 270
The pay back 2000 – 2008 - 2010Measure 2000 2008 2010
Service OFI’s 288 192 104
Product OFI’s 220 66 34
OTIF/POF 82% 95% 98%
Lts/Person 19446 38606 28994
Turnover/Person £71792 £170033 £120268
ROS -5.4% 7.3% -7.0%
ROCE -15.4% 20.8% -17.7%
Team Enterprise
8% in 20002.45% in 2011
Team Enterprise
?% in 20000.1% in 2011
What about work related stress?