Post on 26-May-2020
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Attract, empower and retain ethical employees
Compliance & Ethics InstituteSeptember 17, 2014
10‐11:45 a.m.
Facilitators:Lorrie Bamford
Ann Kulow
• Identify strategies (hard and soft skills) needed to attract, educate, enhance, empower and retain ethical personnel resulting in the formation of an ethical culture
• Learn from Each Other:
• Plan and share techniques specific to the requirements, regulations or limitations of industry
• Sharing of identified techniques for maximum effectiveness to provide a workforce of ethical employees
Goals of this Session
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Lorrie Bamford – (Gaming Capital Group, LLC)
• Focus on attracting and empowering ethical personnel
Ann Kulow (Harley‐Davidson, Inc.)
• Focus on retaining and empowering ethical personnel
Activity
Regroup
Agenda
Gaming Capital Group, LLC
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Attract
Define your Company Values
Define your Industry Values
Define Employee Traits• Trainable• Regulatory Background• Licensing
Attract (continued)
Define Specific Position Considerations
‐ Risk and Compliance Obligations
‐ Points of Pain
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Empower
Definition: Verb. To give someone the authority or power to do something.
Why is empowerment important here?
How to Empower?
Tools to Empower
Communication
Auditing
Training
Follow Up
Compliance & Ethics Week
Look Beyond Your Four Walls
**RELATIONSHIPS**
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Retain
Reporting Tools
Consequences
Mentoring
Message from the Top – Set an Example
Be Open to Revisions
The Break‐Up: Damage Control
Model for Attraction, Empowerment and Retention
Knowledge
Good Practice
Process Skills
Values and Ethics
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Purpose:
HARLEY-DAVIDSON
Who is Harley‐Davidson
• Public Company
• Two Business Segments:
• Motorcycles & Related Parts & Accessories
• Financial Services
• Do business in 90 countries
Fulfilling Dreams While Building an Ethically Engaged Workforce
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Who is Harley‐Davidson (con’t)
• 6,000 Employees Globally
o 21 countries
o 2600 union workers (+ surge workforce)
o Manufacturing plants
5 US plants (Wisconsin, Missouri, Pennsylvania)
2 non‐US plants (India, Brazil)
Fulfilling Dreams While Building an Ethically Engaged Workforce
Engaging Ethical Employees
Doing the right thing for our global community
• Harley‐Davidson Encourages
o Community partner
The Harley‐Davidson Foundation
Volunteering
o Sustainable manufacturing
Fulfilling Dreams While Building an Ethically Engaged Workforce
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Engaging Ethical Employees
Doing what is right to build sustainable relationships that get the job done in an ethical manner
Harley‐Davidson Encourages
• Knowing yourself
• Knowing your team/cohorts
• Knowing your reports
• Knowing your leadership
Fulfilling Dreams While Building an Ethically Engaged Workforce
Engagement at the Start of the Ride …
New Employee Orientation (we care … )
Formal announcement on Intranet
Required compliance and ethics training developed in‐house using employee actors and true‐life scenarios
Understanding the Valued Behaviors
Be Accountable
Model Integrity
Value Individuality and Diversity
Inspire Teamwork
Encourage Creativity
Fulfilling Dreams While Building an Ethically Engaged Workforce
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Engagement at the Start of the Ride …
Understand the history
Training for new managers
Gallup® Strengths Finder
Collaborative work environment
Fulfilling Dreams While Building an Ethically Engaged Workforce
Opportunities to Know Yourself
Understand your personality type
Increase self awareness (your individual strengths & opportunities)
Focus on social awareness (your ability to engage others)
Develop compassion
Fulfilling Dreams While Building an Ethically Engaged Workforce
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Opportunity to Know Your Team/Cohorts• Personality evaluations / type testing
• Developing/maintaining engaged relationships
• Mentoring/bridge building
• Valuing individuals with diverse backgrounds, experiences, strengths and talents
• Developing trust
• Developing an environment where employees feel safe to speak up
• Facilitating open, fair, diverse environments
• Business Employee Resource Groups (BERGs)
• Harley‐Davidson University
• Modeling the Valued Behaviors – tied to compensation
• Develop compassion
Fulfilling Dreams While Building an Ethically Engaged Workforce
Opportunities to Know Your Reports
• Personality evaluations / type testing
• Developing trust/maintaining engaged relationships
• Coaching with Shared Language (Gallup, other tools)
• Setting clear expectations
• Understanding motivation
• Training to developing an environment where employees feel safe to speak up
• Facilitating open, fair, diverse environments
• Encourage wellness
• Encourage compassion
Fulfilling Dreams While Building an Ethically Engaged Workforce
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Opportunities to Know Your Leadership
Actively Model Tone from the Top Everyday
Model transparency
Model the Valued Behaviors (tied to compensation)
Active encouragement to speak up & ask questions
Fulfilling Dreams While Building an Ethically Engaged Workforce
Insights:
Qualitative Study of the Relationship Between the Employee Engagement of Certain Employees and the Emotional Intelligence of their Respective Leaders
Fulfilling Dreams While Building an Ethically Engaged Workforce
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Insights:
It was observed that most of the managers studied scored well in the Teamwork competency. This could be, in part, a result of the Subject Company’s pervasive philosophy and Expected Behavior that teams would work together towards the same goal
The managers whose employees were most engaged were generally adept at managing conflict and understanding their employee’s needs
Fulfilling Dreams While Building an Ethically Engaged Workforce
Insights:
The managers whose employees were least engaged consistently scored low in the Empathy competency category and this may indicate that some of the workers feel that they are not being listened to or are not understood by their manager
Fulfilling Dreams While Building an Ethically Engaged Workforce
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Insights:
Managers should strive to promote a positive workplace environment to help increase employee engagement. The research suggested that holding meaningful conversations, practicing active listening, and preparing employees for change were critical for employee/manager relationships. The importance of relationship building and compassion cannot be overemphasized
Fulfilling Dreams While Building an Ethically Engaged Workforce
Insights:
Workers can be engaged without a manager who is not emotionally intelligent, but managers who are emotionally intelligent intrinsically seem to better understand how to motivate and engage their workers
Albert Einstein theorized that practicing compassion and kindness led to clearer thinking and a more productive way of working (as cited in William & Penman, 2011, p. 210)
Fulfilling Dreams While Building an Ethically Engaged Workforce
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Breakout into similar industry discussion teams
Using the flip boards, plan and share techniques specific to the requirements, regulations or limitations of your industry
Each team will share identified techniques for maximum effectiveness to attract, empower and retain a workforce of ethical employees
* * * BREAK‐OUT * * *