Implementation Plan Overview

• Goal: Engaged culture
  • Action(s)
    • Initiate Survey to Understand Engagement Levels within Organization
    • Review those results with organization leadership, and all people leaders
    • Train people leaders on how to create Action Plans based on those results
    • Work with people leaders to ensure teams are holding review sessions of teams results and creating action plans within each team to address engagement concerns that the team feels is most important
    • 6 months post survey, check-in with people leaders to review how action plans are progressing
    • 1 year post survey – re-survey population to gauge if there are any changes in engagement

• Goal: ROI on front-line leadership training
  • Action(s)
    • Conduct Pre and Post Assessments of leadership training to show training effectiveness
    • Review resulting actions from training, ex.) Policy Enforcement – Absenteeism
    • Conduct ROI analysis of leadership training based on drop of absenteeism in production
    • Review ROI with top leadership to reenforce the effectiveness of leadership development training
• Goal: Manager satisfaction with new hire performance
  • Action(s)
    • Implement survey utilizing TinyPulse (software) to gather feedback from Managers of new hires
    • Track and review the 30-60-90-day reviews of new hires performance
• Goal: Leadership development training
  • Action(s)
    • Design a robust leadership development training experience for leaders to have off-site to reinforce training learned through 3^rd party vendor
    • Implement Accountability Buddies, for leaders to hold each other accountable, and to maintain a network of resources outside of their traditional job functions
    • Focus training around communication, integrity, trust building, feedback, and coaching.
• Goal: Reduce turnover to no more than 9% monthly
  • Action(s)
    • Post leadership development training, host bi-weekly and/or monthly 1:1s with people leaders to further coach on communication efforts with employees
    • Proactively reach out to employees who are disengaged and conduct HR “stay interviews”
    • Work with function leaders to understand top talent and how to engage them and create succession planning
    • Conduct quarterly pulse check surveys via TinyPulse to gain insights on employee morale
    • Conduct exit interviews with those leaving to understand why
    • Continue to review monthly termination data
• Goal: New hire satisfaction with orientation
  • Action(s)
    • Survey and/or interview recent new hires to understand what helpful vs was not helpful in orientation. What would have been nice to know?
    • Work with a team from different functional areas; example: Finance, Marketing, Product Management, Engineering and Operations to develop a robust new hire orientation program based on survey feedback
    • Revise post orientation survey to gain additional feedback
• Goal: Cross training of different HR functions
  • Action(s)
    • Implement a cross training schedule to occur over the next 6-months with regular bi-weekly meetings
• Goal: Written policies and procedures in a central location
  • Action(s)
    • Work with IT function to better use the intranet and MS Teams to create a central location for all written policies and procedures
    • Notify employees of this location through frequent and robust communication
• Goal: Efficient payroll processing – minimize errors
  • Action(s)
    • Train time and attendance keepers on common errors seen when processing payroll
    • Train a back-up HR person on payroll processing to  help offload burden during difficult times of the year (end of month, end of quarter, and end of year processing)
• Goal: Quick processing of hiring employees in HRIS
  • Action(s)
    • Conduct time study on current process of hiring new employees
    • Ensure all documents signed are necessary and not redundant
    • Review documents and offer them electronically prior to day 1 in building
    • After changes are made, conduct follow up time study

Actions to Address Resistance

By establishing an ROI for many of these goals whether it be cost savings, or time savings, we would be able to combat the resistance to change, by demonstrating the strategic value of HR. By leveraging data such a how absenteeism was affected by leadership training, HR can better negotiate for more training, and changes. Additionally, by including different functions within the change, those functions may feel inclined to help if they feel involved.

Leaders of Change

Leaders that I would choose would be Kaitlin Bos, our current EHS Manager, she’s exceptional at employee engagement and has a positive rapport with all departments. Folks just like working with her. I’d also tap Cathy Dukes, our current Payroll Supervisor. Cathy has been with the organization the longest on the HR team and has seen many changes the organization has taken – she is a good advocate as to why change is necessary, and her integrity is above reproach. I trust her to tell me when something isn’t a good idea, or why it may not be effective, as well as offering a potential solution to any resistance we may face as an HR team.