jr 3 0 webinar slide deck 7-22-15

www.mainstreamgs.com First Line Leaders

Increasing Performance Through Job Relations

A Joint Presentation From MainStream GS & First Line Leaders

www.mainstreamgs.com First Line Leaders 2

Our Focus Today

With Proven Job Relations

Skills

Enhance Employee

Engagement

To Increase Your

Performance


What You’ll Learn Today

5

● Employee Disengagement Costs, Performance Impacts

The Crisis Today

● Approach to Overcome the Crisis & Drive Performance, Reduce CostsA Way Ahead

● How it helps

● Where it’s working and whyWhat is

Job Relations 3.0

● How to begin

● Some next StepsApplying

Job Relations 3.0


Your Presenters

6

MainStream Global Solutions

● Over 70 successful improvement projects worldwide

● Increase Client Performance through application of Job Relations tools and techniques

First Line Leaders

● Over 60 years of workforce engagement experience

● Increase Client Performance through application of Job Relations tools and techniques

Al Horowitz

PresidentMainStream

Global Solutions

Ron Welch

Founding PartnerFirst Line Leaders

Dale Foster

Founding PartnerFirst Line Leaders


Crisis in Employee Engagement

Employee disengagement is a global pandemic!

A recent Gallup survey reveals that approximately 70% of America’s workforce is disengaged!

In 2015, Millennials, considered by many to be theleast engaged generation, will become the

dominate generation in the workforce!

Survey of CEOs - Human Capital Management is among their top 10 concerns!

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Cost of Disengaged Employees

• Bottom line dollars

• Performance shortfalls

• Employee morale

• Customer satisfaction


Time FrameWasted

Investment

8 hour day $120

5 day week $600

4 week month $2,400

12 month year $28,800

Scenario - The Cost of a 40 Percent (40%) Engaged Employee

Number of 40% Engaged Employees

Co

st P

er

Da

y

Copyright First Line Leaders, LLC 2015

$0 $5 $10 $15 $20 $25 $30

Waste

Real Value

Total Wages


Scenario - The Cost of a 40 Percent (40%) Engaged Employee

Co

st P

er

Da

y

Other Costs

• Customer satisfaction

• Speed

• Output

• Quality

• Safety

• Regulatory/legal compliance

• Morale/Toxicity

• Competitive advantage

Copyright First Line Leaders, LLC 2015

Co

st

Per

Day

$0

$1,000

$2,000

$3,000

$4,000

$5,000

$6,000

$7,000

1 2 3 4 5 6 7 8 9 10 15 20 30 40 50

Number of 40% Engaged Employees


A New World of Work• A report from Deloitte sums up

this situation by declaring...

“We’re in a new world of work”

• Which needs:

- New style of leadership

- New approach to HR

- New approach to human capital management

- New approach to simplifying work


First-Level Leaders Must Lead Across a Spectrum of Generations

Baby Boomers

Generation X Millennials


MillennialsA key point: Millennials are here to stay.

A few characteristics…

- By 2016 Millennials will comprise the majority of the workforce

- Millennials may not trust authority

- Millennials want to be involved and seek recognition

- Millennials want to attain leadership positions

- Millennials are assumed to have short attention spans

- Millennials are assumed to be unengaged or disengaged


How do we manage this New World of Work?

One Question


An Approach That’s Working

• We at First Line Leaders and MainStream GS offer a validated countermeasure to the findings

• We have validated our work at the largest industrial complex in the Southeast

• Our approach is deceptively simple yet has produced a rapid turnaround in Employee Engagement

• Production at this industrial complex has surged within a 120 day period


The Answer That’s Directly Linked to Increasing Performance

• The answer is you must improve the Leadership Competencies

of your organizational leaders – your First-Line Leaders must be

masters of employee engagement techniques


Today there is a renewed focus on First-Level Leadership

Report after report identifies the problem…we offer the practical

“how to” techniques to actually begin reversing the trend

Our work aligns with the renewed focus on First-Level Leadership

across all sectors – public, private, and non-profit.


Crisis in Employee Engagement

A Practical “How to” to Overcome This

A Historical Perspective

Job Relations 3.0 ROI



• New Worlds of Work are not new

• The onset of World War II triggered a “New World of Work”

• Industry had to transform almost overnight to producing materials and goods for the war effort

• And this was accomplished with a workforce who were inexperienced, unskilled and unaccustomed to industrial work

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• The results of this “New World of Work” were American industry provided almost two-thirds of all the Allied military equipment produced during the war:

• Two million trucks and vehicles

• 193,000 pieces of artillery

• 86,000 tanks

• 300,000 aircraft

• 1,300 Naval craft

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What Was The Secret to Their Success?

Their

First-Line

Leadership!

During WWII, industry and business leaders taught their First-Line Leaders how to train, develop, motivate and engage the workforce.

They taught their First-Line Leaders how to get work done through people.

They helped their First-Line Leaders to develop 5 Core Competencies.


Knowledge of the Work

Knowledge of the

Organization

Job Relation

Skills

Job Instruction

Skills

Job Improvement

Skills

The World War II Model of the

Five Needs of First-Line Leadership


Job Relations 3.0

What is it?


Job Relations 3.0Leadership in the workplace

A convergence of people, processes, information, and technology

At the point of convergence leaders need workers to be engaged — cooperation, loyalty and trust

Job Relations 3.0• Understanding the impact of interactions• Leaders actions drive behavior• Behavior drives performance

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Job Relations 3.0 in the Real World… a true application

Pre-Job Relations 3.0 environment

• The most toxic work center

within the operation

• An extreme number of

employee grievances

• A failure to follow required

processes

• Safety, Quality, OSHA and

Bioenvironmental issues

• Theory X leadership style

• Poor customer relations due

to missed schedules

Post- Job Relations 3.0

environment

• Grievances now the

exception

• Process compliance the

norm

• Quality, Safety, and

Bioenvironmental within

requirements

• Customer delivery faster

than ever before – needs

more work

13


What are some techniques that mitigate or eliminate a lack of employee engagement?

5

● Implement a deliberate strategywhere intentional engagement is the norm and not the exception

Human Capital Management

● Every interaction with an employee drives engagement

Leaders must understand

● To understand the convergence of People and Processes in the workplace

Leaders useJob Relations 3.0

● To understand the linkagebetween the workforce and their business

Leaders use Job Relations 3.0


What are some techniques that mitigate or eliminate a lack of employee engagement?

5

● To identify the causes of Employee Disengagement


● To truly make People the organization’s “most valuableresource”


● To capture the Dollar costs of Employee Disengagement



MainStream & First Line Leaders can equip your First-

Lines with these competencies to Increase Performance

First-Line Leaders need Five

Competencies in order to be

effective with employees

Employee Disengagement is

a global pandemic that is

limiting performance and

increasing costs

Job Relations 3.0 increases

Employee Engagement and

Performance and Reduces Cost

Top Takeaway Points

16


A Roadmap To Get Started

[email protected]

for a follow-up discussion

and free consultation 17


Questions


Thank You!

jr 3 0 webinar slide deck 7-22-15

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