Webinar: Using Your Data for a Competitive & Strategic Advantage

Join Seth Davies, SVP of Competitive Solutions, for a free webinar on May 13th at 11am EST.

Does your organization have data? Of course, it does! The issue lies in what we DO with our data.

So much money and time are wasted compiling data to be posted on bulletin boards or sent by email. However, the majority of people don’t look at it or have a clue what it means.

In this 30 minute webinar, you will learn how your employees can understand the data and take action on it.  Seth will show you how to lay the foundation by establishing a business scorecard process that will give your organization a competitive advantage. Do you want to start using your data to create a culture of continuous improvement?

Register here!

Key Outcomes of the session include:

  • Leaders thinking strategically, employees executing tactically on data
  • Transitioning from passive data reporting to a culture of actively positioned metrics
  • Common myths about metrics and scorecards
  • Understanding Accountability and Linkage to metric performance
  • Establishment of a communication process to facilitate meaningful discussions about KPI/metric performance

Top Three Issues with Business Scorecards

Top Three Issues with Business Scorecards

“Measurement is the first step that leads to control and eventually to improvement. If you can’t measure something, you can’t understand it. If you can’t understand it, you can’t control it. If you can’t control it, you can’t improve it .”   – H. James Harrington  

An estimated 85% of organizations have adopted a performance measurement system in one form or another.  Although performance measurement systems are useful, one should be aware of the common issues faced with most scorecards today. 

Top Three Issues with Scorecards: 

  1. Improperly Defined Metrics– With poorly defined objectives and/or targets, employees can claim confusion and avoid accountability for results.
  2. Inefficient Data Collection– With weekly or monthly deadlines, most scorecards have incomplete data.  Organizations struggle to keep scorecards current by assigning an Administrator to drive data collection and reporting, which is costly and ineffective.
  3. Lack of Standards for Scorecard Usage -As soon as a scorecard is updated, it begins to age.  Without an established, formal review process, organizations can’t rely on the scorecard’s usefulness for timely, relevant decision making. 

These issues are real, but can be overcome.  To view and download industry specific scorecard examples, visit our website here.

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Here's Why 70% of Business Transformations Fail

Here’s Why 70% of Business Transformations Fail

Transformation shouldn’t be that complicated. Like Blocking and Tackling in football the key is the basics, If you’re looking for sustainable business success, it can be as simple as focusing on these 3 key things:

Measure, Act, Communicate:

  1. Getting the Right Metrics at the Right Levels

    • Too often we have metrics that people can’t control at their level. To make metrics meaningful the owners must be able to directly impact metric performance. Successful organizations break strategic metrics into key tactical components at each level and department of the organization. 
  2. Holding People Accountable for Metric Performance

    • Once appropriate metrics are defined and owners can impact and control them then they set up a non-negotiable accountability system. This system should be able to handle short-term – today’s work today – actions and more long term strategic actions that focus on recurring problem resolution. Accountability systems are a key part of standard work but one that many organizations struggle with.
  3. Structured and Business Focused Communication

    • Eliminate non-value meetings and focus on those meetings that drive the 2 components above and tie the entire system together. Every meeting should be metric and action focused with a standard format across the entire organization. 

The keys to a successful transformation are that simple. The next step is deploying them.

If you want to tour a facility to see what the execution of these strategies looks like and visualize what you can achieve in less than a year, complete this form for upcoming opportunities

Make your program succeed with proven strategies to generate momentum and sustain long term change

6 Benefits of Benchmarking

The Benefits of Benchmarking

Benchmarking is a common practice and sensible exercise to establish baselines, define best practices, identify improvement opportunities and create a competitive environment within the organization. Integrating benchmarking into your organization will result in valuable data that encourages discussion and sparks new ideas and practices. At its best, it can be used as a tool to help companies evaluate and prioritize improvement opportunities. 

Join us for our next Benchmarking Tour and Workshop at Rockline Industries this September 14-15, 2021. For more details visit our page here.

Benchmarking can allow you to:

  1. Gain an independent perspective about how well you perform compared to other companies
  2. Drill down into performance gaps to identify areas for improvement
  3. Develop a standardized set of processes and metrics
  4. Enable a mindset and culture of continuous improvement
  5. Set performance expectations
  6. Monitor company performance and manage change

Sound complex? It doesn’t have to be.

Please complete the form to receive more information.

 

Rockline Industries Reaches Major Safety Milestone with Eight Million Safe Work Hours at Arkansas Plant

Congratulations Rockline Industries! 

Rockline Industries recently announced that the Arkansas Department of Labor has recognized its Springdale, Ark. manufacturing facility with an award for exceptional safety, achieving eight million safe work hours without a lost time accident. This impressive milestone puts Rockline Industries in elite company as this has only been achieved 10 other times since Arkansas began recognizing workplace safety in 1976.

 “I am very proud of the teamwork that all of our associates display each day when it comes to the safety of themselves and others. Excellence is often pursued but rarely captured, and our team’s unwavering dedication to a higher level of safety and commitment to do the right thing 24/7 has led to this remarkable achievement,” said Mark Fougerousse, EHS manager of Rockline Industries NW Arkansas.

“We’re incredibly proud of our associates. Working together, over an extended period of time, we have created and supported a culture that puts people and product safety before any other manufacturing metrics. We use a tool called PBL Scorecard to bring clarity to our employees of how key strategies, like Safety, are supported and accountable to very specific and achievable metric targets. Our associates’ ability to see and support this each and every day made this milestone possible,” said Joel Slank, general manager of the Rockline Industries Springdale location.  Associates are constantly encouraged to look for and provide documented opportunities to improve their work areas and practices to make their work environment even safer.

About Rockline Industries

Rockline Industries was founded in 1976 and is headquartered in Sheboygan, Wisconsin. It is one of the world’s largest manufacturers of coffee filters and consumer, health care, industrial and institutional wet wipes. A family-owned company, Rockline has repeatedly created first-to-market product design solutions for the wet wipe consumer, and continues to provide innovative products to the nonwovens industry. Rockline employs approximately 2,200 people worldwide and has manufacturing facilities in Wisconsin, Arkansas, New Jersey, England and South China. For more information on Rockline Industries, visit www.RocklineInd.com.

17 of the Biggest Differences Between Managers and Leaders

17 of the Biggest Differences Between Managers and Leaders 

The words “leader” and “manager” are often used interchangeably, but they mean two completely different things. 

For instance, a manager tells their employees what to do, while a leader encourages them. A manager accepts the status quo, while a leader challenges it. 

Resourceful Manager, a website that offers information, training, and tools to supervisors trying to solve management and business problems, put together the following infographic that outlines 17 of the biggest differences between managers and leaders:

Getting to Know Generation Z: the Entrepreneurial Mindset [Series]

Getting to Know Generation Z [Series]

PART 2: The Entrepreneurial Mindset

An entrepreneurial mindset is not synonymous with becoming an entrepreneur.  Generation Z tends to gravitate toward an Entrepreneurial Mindset; a mindset that has been described by The Network for Teaching Entrepreneurship as the skills and behaviors that include initiative and self-direction, risk-taking, flexibility and adaptability, creativity and innovation, and critical thinking and problem-solving.  Others have described an Entrepreneurial Mindset as the ability to see opportunities, organize resources and create value.  Many of these attributes fall into the category of what many leaders feel are missing today in their workforce and would welcome experienced employees who display these skills and behaviors.  Therein lies the question around how to foster and encourage the use of these attributes in someone who is new to the industry.  What are the boundaries for creativity?  How much risk should someone new to the workforce take prior to consulting someone?  And how can we help the entering workforce gain visibly and opportunity in putting their critical thinking and problem-solving skills to work? 

Do you know someone who has an entrepreneurial mindset within your organization today?  How might you coach, teach and mentor them to ensure that these attributes are appreciated and not stifled? 

Click Here for Part 1

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Top 10 Employee Engagement Statistics of 2017

Employee Engagement Statistics

 

  1. Disengaged Employees Quit Their Jobs

    51% of workers are looking to leave their current jobs

    Can you imagine that more than half the people at work don’t actually want to be there? That’s very scary, and it indicates that something is wrong with the system.

    Not only is the cost of turnover extremely high (upwards of 20% of an employee’s salary), but having disengaged employees within the workplace is also quite costly, and not only on a financial level.

    Yes, there is the cost of lost productivity and absenteeism, but think of the moral as well.

    Disengaged employees lack enthusiasm, act as company detractors instead of ambassadors and can be a drain on other employee’s moods – a sort of domino effect of negativity.

  2. Employee Engagement Is A Global Issue

    Only 13% of employees are engaged worldwide

    This number is just too low, and a big part of the reason for it is that people are not always put first. There is a human element lacking in the workforce, this understanding that people are at the center. Employees are the pulse of every business and as a means in themselves, not as a means to an end.

    The best way for companies to improve this is by creating a culture of recognition. This does not mean “good work” at an annual review, it means weaving the notion of appreciation into the tapestry of the culture.

  3. Employee Experience Dictates Customer Experience

    Highly engaged businesses see a 10% increase in customer ratings

    We don’t think enough about the connection between employees and customers, but the correlation between one’s happiness and the other’s is so high. You know that expression “made with love”.

    It shows when jobs are done with passion, and it also shows when jobs are done with disdain.

    When you have happy employees serving customers (whether or not they actually interact) customers statistically have a better experience. Companies need to know that investing in their employees is an investment in their customer loyalty as well.

  4. Empathy Is At The Core Of Employee Engagement

    80% of employees would work more hours to work for a more empathetic employer

    There are all sorts of intelligent leaders out there, but those with emotional intelligence take the cake. There are 12 elements of emotional intelligence that all leaders need to focus on, divided into four categories. Empathy falls under the category of social awareness.

    This means having compassion for others and their stressors (in and out of work) and acting on it.

    This will help managers build relationships founded on trust and respect, which will inspire employees to work hard, innovate and be committed to your company, because they feel seen, heard and appreciated.

  5. Engaged Employees Help Drive Sales

    Highly engaged businesses see a 20% increase in sales

    When employees are engaged, they have more pride in their work and therefore put in a more valiant effort. Of course, higher efforts result in a greater quality output. This helps increase sales. It’s common sense, but many companies still don’t see the correlation between happy employees and happy customers.

    It’s a misconception that working more means working smarter. We think that working happy is the more important factor.

  6. There Is Not Enough Recognition

    60% of workers would like work praised more frequently

    Praise doesn’t need to be massive every time, it just needs to be frequent and genuine. A simple thank you can go a really long way when you take a minute out of your day to sincerely express gratitude.

    And just as the form of praise doesn’t need to be huge, nor does the reason for giving it. If you want to motivate your employees, recognize their feats – big, and small.

  7. Growth and Continuous Learning Are Essential

    59% of employees say they can “grow and develop” at their organization

    When we surveyed our app users to find out what was the most important to them, we found that 41% of employees care most about having the opportunity to learn and grow within their organization.

    Repeating the same task every day without the stimulation of new initiatives or the encouragement to be curious and take risks will serve to disengage your employees.

  8. Managers Must Remove Fear

    42% of employees feel that their leadership does not contribute to a positive company culture

    Having a positive company culture means one that is free from fear. However, managers are often the main contributors to this fear that exists within the organization.

    Whether or not it is intended, more often than not it is due to a lack of communication. Constant communication is key to developing a workplace founded on psychological safety, which contributes to an overall positive company culture.

  9. Employees Want To Get To Know Their Manager

    70% of employees would like to spend more time with their manager

    There shouldn’t be such a divide between employees and managers, especially considering both are working towards the same ultimate goal. In the spirit of teamwork and friendship, managers and employees need to connect often and more importantly, on a human level, not only business.

    Whether it be grabbing lunch as a team outside of the office or team building activities, employees want to spend time with their manager and get to know them as more than a “boss” but as a person. This helps remove fear, and also helps to cultivate a safe environment for employees to share ideas and feelings.

  10. Employees Need To Connect With Their Peers

    60% of employees eat alone at their desk, working
    This is a problem twofold. First, it means that your employees are overworked, and second, it means that your employees are not connecting.

    34% of employees don’t think they have enough interaction with their colleagues, despite the fact that having a friend at work is one of the most important elements in keeping employees satisfied and engaged.

    Managers should encourage employees to step away from their work and decompress. It’s entirely unproductive to overwork, and it will only make for unhappy, cranky team members

 For more content like this, keep up with us on LinkedIn!

Via OfficeVibe

Robins, Ali. “Top 10 Employee Engagement Statistics of 2017.” Web blog post. OfficeVibe. 25 Jul. 2017. Web. 14 Aug. 2017. 

Getting to Know Generation Z: the Intrapersonal and Independent Learners [Series]

Getting to Know Generation Z [Series]

PART 1: The Intrapersonal and Independent Learners

Research described in the book, Generation Z Goes to College by Corey Seemiller portrays Generation Z as having a preference for intrapersonal and independent learning over group work, yet they like to do their work alongside others in a social manner when studying.  Translate that from entering college to entering the workforce, and what does that mean for organizations in how they develop and deliver training, build and modify physical workspace, and collaborate across teams? 

  • Develop and Deliver Training:  Growing up in a time where computer technology has influenced individual on-line learning.  Generation Z is no stranger to independent learning platforms that foster intrapersonal learning; learning that is described as introspective and independent where learners are aware of their own thinking and have the ability to analyze the way in which they think and feel.  Translate this into the formal and informal training environment and organization’s will need to incorporate independent thinking activities and self-reflection activities into training curriculum while providing support and training for working and contributing in group settings. 
  • Build and Modify Physical Workspace:  In an effort to manage costs and increase collaboration, many organizations have already shifted to an open work space environment.  Changes in the physical workspace range from no doors and shorter walls to much larger changes such as assigned work areas where you pick your seat based on availability when you arrive at work.  While these changes are met with mixed feelings from the other 3 generations, to Generation Z, this type of office environment is a natural extension of the educational environment that they have been a part of all of their lives. 
  • Collaboration Across Teams:  Delivering timely and quality products and services to customers requires collaboration across teams.  As on a sports team, work environments require cooperation and a group effort to achieve goals.  Generation Z thrives in social settings that are ripe environments for spontaneous cross collaboration and creativity to generate ideas, while independently working on assigned actions.  Through boundary management and expectation setting, both collaboration and independence can both occur. 

We would love to hear from you.  In what ways does your organization already support these preferences of Generation Z?

Click Here for Part 2

For more content like this, keep up with us on LinkedIn!

VIDEO: Business Bootcamp – Driving Greater Execution, Engagement, and Ultimately Earnings

 

“In 35 minutes, Shane Yount captured the essence of what we need to change at our company, which mirrored the recent interviews we had done with our team of change and improvement agents!”

Program Manager, The Boeing Company 

Watch Shane speak on these Key Points:

  • Driving Business Acumen at a tactical level
  • Moving accountability from a concept to a practice and elevate engagement
  • Eliminating hours of meetings a week by re-calibrating intent
  • Moving from abstract OPEX tools to business critical necessities

    Keep Up With Us on LinkedIn

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