Global Supply Chain Development – Workshop 11 (Buy-in & Commitment)
The Appleton Greene Corporate Training Program (CTP) for Global Supply Chain Development is provided by Mr. Buck BS Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 12 months; Program orders subject to ongoing availability.
If you would like to view the Client Information Hub (CIH) for this program, please Click Here
Learning Provider Profile
Mr Buck is a Certified Learning Provider (CLP) at Appleton Greene and he has experience in management, production and globalization. He has achieved a Bachelor of Applied Science IET/MET in Concentration in Operations Management. He has industry experience within the following sectors: Biotechnology; Manufacturing; Aerospace; Logistics and Technology. He has had commercial experience within the following countries: China; United Kingdom; Ireland and United States of America, or more specifically within the following cities: Shanghai; London; Cork; Minneapolis MN and Chicago IL. His personal achievements include: founded a corporation in 1991 and sold it in 2018 for $400m; entrepreneur of the year Ernst & Young 1998; entrepreneur of the year Ernst & Young 2004; built global manufacturing infrastructure and lead acquisition of 16 companies. His service skills incorporate: strategic planning; leadership development; supply chain; executive mentoring and merger & acquisition.
MOST Analysis
Mission Statement
Implementing a supply chain strategy is a major cross-functional effort and therefore requires the buy-in and support of almost every function in an organization. A solid business case for the change is often not sufficient to gain buy-in, but it is absolutely a necessary condition. The process of getting buy-in at all levels of the organization needs to begin on the first day of strategy development. As mentioned earlier, we strongly suggest that the supply team forms a cross-functional strategy team, including resources form sales, IT and finance, when starting to identify and prioritize new supply chain capabilities. We also suggest providing periodic updates to the senior leadership team and key stakeholders during the strategy development process, emphasizing the significant impact and benefits the supply chain can have in terms of financial performance of an organization and shareholder value. This activity needs to be part of a more comprehensive communication and change management plan that supports the strategy development and deployment process from “cradle to grave”.
Objectives
01. Supply Chain Obstacles: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Efficient Cross-Department Communication; departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. Bottom-Up Accountability; departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. Standardized Goal-Setting; departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. Online Learning and Development; departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. Benefits of Engagement; departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. Improving Workforce Engagement: departmental SWOT analysis; strategy research & development. 1 Month
08. Strategic Customer Behavior: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Measuring Engagement: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Gaining Managerial Commitment: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11. The High-Performance Model: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
12. Committing to the Work: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
Strategies
01. Supply Chain Obstacles: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Efficient Cross-Department Communication: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. Bottom-Up Accountability: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. Standardized Goal-Setting: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. Online Learning and Development: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. Benefits of Engagement: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. Improving Workforce Engagement: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Strategic Customer Behavior: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Measuring Engagement: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Gaining Managerial Commitment: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. The High-Performance Model: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
12. Committing to the Work: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
Tasks
01. Create a task on your calendar, to be completed within the next month, to analyze Supply Chain Obstacles.
02. Create a task on your calendar, to be completed within the next month, to analyze Efficient Cross-Department Communication.
03. Create a task on your calendar, to be completed within the next month, to analyze Bottom-Up Accountability.
04. Create a task on your calendar, to be completed within the next month, to analyze Standardized Goal-Setting.
05. Create a task on your calendar, to be completed within the next month, to analyze Online Learning and Development.
06. Create a task on your calendar, to be completed within the next month, to analyze Benefits of Engagement.
07. Create a task on your calendar, to be completed within the next month, to analyze Improving Workforce Engagement.
08. Create a task on your calendar, to be completed within the next month, to analyze Strategic Customer Behavior.
09. Create a task on your calendar, to be completed within the next month, to analyze Measuring Engagement.
10. Create a task on your calendar, to be completed within the next month, to analyze Gaining Managerial Commitment.
11. Create a task on your calendar, to be completed within the next month, to analyze The High-Performance Model.
12. Create a task on your calendar, to be completed within the next month, to analyze Committing to the Work.
Introduction
Employee Engagement and Commitment
Employees that are enthusiastic about their jobs and dedicated to their employers provide significant competitive advantages, such as increased productivity and fewer employee turnover. As a result, it’s no surprise that businesses of all sizes and types have made significant investments in policies and procedures that encourage employee engagement and dedication. Indeed, business expert and former General Electric CEO Jack Welch recently ranked employee engagement first among the three best indicators of a company’s health, with customer satisfaction and free cash flow ranking in second and third, respectively.
Caterpillar is reaping the benefits of its efforts.
Caterpillar, a manufacturer of construction equipment, has had significant outcomes from its employee engagement and commitment efforts, including:
• Reduced attrition, absenteeism, and overtime saved $8.8 million per year (European plant)
• In less than four months, output increased by 70%. (Asia Pacific plant)
• a drop in the break-even threshold in units/day of nearly 50%, and a drop in grievances of 80% (unionized plant)
• a profit increase of $2 million and a 34% increase in highly satisfied customers (start-up plant)
But, exactly, what are employee engagement and commitment? This workshop looks at how today’s employers and corporate consultants define these concepts, as well as suggestions for improving employee engagement. Despite the fact that different organizations define participation in different ways, there are certain similar features that emerge. Employee satisfaction with their work and pride in their employer, the extent to which people like and believe in what they do for a living, and the notion that their employer values what they bring to the table are among the themes explored. The higher an employee’s level of involvement, the more likely he or she is to “go the extra mile” and perform admirably on the job.
Employees that are engaged are also more inclined to commit to staying with their current company. For example, software company Intuit2 discovered that highly engaged employees are 1.3 times more likely than less involved employees to be high performers. They are also five times less likely to depart the company on their own volition.
Clearly, employee involvement and commitment can lead to positive business outcomes for a company. This workshop contains principles for understanding and evaluating employee engagement, as well as creating and implementing effective engagement initiatives, to help you realize the rewards of an engaged, committed staff at your company. Human resource activities such as recruitment, training, performance management, and workforce surveys, as you shall see, may be effective levers for increasing employee engagement.
Employee Engagement: Key Ingredients
“Employee Engagement Defined” illustrates various organizations and consultancies’ engagement definitions. Employee involvement is clearly defined differently in different firms. Many executives are perplexed as to how such a nebulous term can be quantified. Researchers have developed measurement methodologies for a number of components under this umbrella term. The degree to which employees are fully immersed in their work, as well as the level of their devotion to the employer and role, are among these ingredients. Fortunately, there is a lot of research on these aspects of participation, including work from individual and group psychology. Some of these studies are highlighted in the sections that follow.
Engaged employees:
• Stay – They have a strong desire to be a member of the organization, and they remain loyal to it.
• Say – They promote the company by suggesting potential employees and customers, are friendly to co-workers, and offer constructive criticism.
• Strive – They put forth extra effort and engage in habits that help the company succeed.
Occupying the Job
To study the degrees to which people “occupy” employment positions, psychologist William Kahn drew on studies of labor roles and organizational socialization. To symbolize two endpoints of a continuum, he coined the words “personal engagement” and “personal disengagement.” Individuals fully occupy themselves— physically, intellectually, and emotionally—in their professional function at the “personal engagement” end. They uncouple themselves and withdraw from the job during the “personal disengagement” stage. How do people get emotionally invested in their work? Why are they more involved in some things than others? Based on their research into the psychology of commitment, academics have proposed answers to these concerns.
10 Common Themes: How Companies Measure Engagement
Employers commonly use company-wide attitude or opinion polls to gauge employee engagement. A review of the criteria included in such instruments finds ten similar engagement themes:
• Employer takes pride in his work.
• Employer satisfaction is high.
• Job fulfilment.
• Possibility of excelling at difficult tasks.
• Positive feedback and acknowledgement for one’s contributions.
• Personal assistance from one’s boss.
• Go above and beyond the call of duty.
• Understanding the relationship between one’s employment and the mission of the company.
• Possibilities for future advancement with one’s employer.
• Willingness to stay with one’s current employer
Because of linkage research, which links survey responses to bottom-line financial outcomes, this broad range of concepts has been dubbed “employee engagement.”
The Relationship Between Employer Behavior and Employee Engagement
How does a motivated staff produce tangible business results for a company? Employer practices such as job and task design, recruitment, selection, training, compensation, performance management, and career development are all part of the process. Employee engagement and job performance are both affected by such tactics. Subsequently, performance and engagement combine to achieve business outcomes. These connections are depicted in F