Autumn 2009 - Marshall Group

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10 Human Resources MA Transformation Team Employee Survey – Feedback and Improvements In the last issue of MA News we published the company-wide consolidated results of the inaugural Employee Culture and Behaviour Survey; departmental results were distributed to each individual department. Many of you completed the Employee Survey at the end of last year and took the opportunity to comment openly on certain aspects within the company, such as teamwork, communication, individual performance etc. Over 800 comments were generated which proved to be extremely constructive, and a number of suggestions have been incorporated into the Transformation Project. In addition to the initial feedback, we now provide examples of some of the subjects raised, and outline the resulting actions taken by the company: You said: “We want positive feedback and regular performance reviews, we want clear objectives and for line managers to define priorities and actions effectively, we also want greater empowerment to be given to employees”. We have: “Commenced the introduction of Performance Management (PM). When we started this project, it soon became clear that people across the business didn’t really know how and where they fitted into the business, what was expected of them or how well they were doing. That was something we clearly had to address, so we have designed a scheme that encourages regular discussion and feedback and sets objectives that aim to give individuals the responsibility to achieve their objectives. We have already started the roll out of PM in the Production departments and some of the core teams with a great response so far – people have been really enthusiastic! “ We will: “Finish the roll out by the end of this year so that none of us will have too long to wait! What has also been extremely positive is that this excellent piece of work has been achieved with a working group of people from a variety of departments across the company – it’s been hard work but hugely rewarding”. Vivienne Bush, Chair, PMWG - Performance Management Working Group. You said: “There is a need to improve working relationships between departments” We have: “Recognised the need to involve people from different departments within our Transformation activities. This has enabled us to get the optimum benefit from the vast experience of the people actually ‘doing the task’ to help us to develop future processes. We have actively encouraged discussion between the various areas of the company in an effort to help identify areas for improvement and to foster more effective working relationships. A really good example of this is where more than 80 cross-functional representatives supported our end-to-end process workshops that helped us to produce and agree improved processes that will be used in the future. People have shown a real enthusiasm towards working together, and this has also helped individuals to understand each others issues and priorities. Indeed, a key element of our future processes is to further develop far greater concurrent working in both developing our customer bids as well as the project delivery itself.” We will: “Continue with this theme of wider involvement of colleagues within all of our 6 Transformation work streams, ie shaping both the new corporate Induction Programme and the company-wide Skills and Competencies Framework.” Jon McKeown, Head of Transformation You said: “There is a need to improve technology” We have: “Recognised the need to better align ourselves with the business to ensure that the correct level of technology is provided for use in the workplace. As part of the Transformation Team’s improvement of the end-to-end processes, we are reviewing the capabilities of our current computer systems to determine how best to support the requirements going forward. As part of this exercise we have invited an external consultancy to perform an independent high level review of the company’s IT requirements; this will provide a better understanding of what we have and what we need. One of the themes within the Transformation Team is ‘Improved Communication’ and we recently released the Transformation Team Intranet site to ensure that people are better informed on the progress being made with the various initiatives.“ We will: “Continue to develop the Transformation Team Intranet site; some ideas currently being considered are features such as ‘BLOGS’ and ‘Wiki’s’. Also, the new MA Intranet is due to be released in August and brings with it many standardisations in how we store information and retrieve it, while at the same time giving the MA Intranet a much needed facelift. We will also look at ways to consolidate the IT function into a single unified service, centrally available to the whole business; this is critical to any strategic IT planning.” Brett Davis, System Development Manager CONTINUED >
Human Resources 11 You said: “We would like to see Company and Department Key Performance Indicators and Metrics” We have: “Published the key performance indicators of all departments on the Intranet "KPI Dashboard" every month. These include top level statements from the CEO and full details of the company financial performance.” We will: “Continue to keep this up to date every month and make sure that all employees have access to it. We will also refine it to provide appropriate and relevant information in the future.” Alan Paul, Head of ICT and Security What Next? Many of you also commented on learning, development and training within the company; we are pleased to report that there is currently a Working Group developing a framework and database which will give consistent guidance on individual and group development ,and will recommend suitable courses and other methods of training linked to business objectives and individual training requirements. Work is also being carried out on improving our current Induction Training and related processes to ensure that new employees are positively engaged and effectively inducted into the organisation. The initial survey was conducted in December 2008, and was planned to be carried out on a 6-monthly basis. However, in order to extract the data and make meaningful changes and improvements, it has now been decided that the survey should be completed on an annual basis. We plan to launch the next survey in September 2009 (this will align with the Production Survey, which is carried out twice a year), and thereafter on an annual basis. Following feedback from the Pilot, we have also made some slight amendments to the survey with regards to some additional questions, and department structure. If you have any questions regarding the above please contact Vicky Keating, HR Advisor on ext 3135. Update on Performance Management Illustrated below is the high level transition plan as at 1st July 2009. General Update Documentation: All Performance Management (PM) documentation can now be located on the HR Intranet, under Policies and Procedures; Performance Management. Automation: Due to the review of the MAWEB system, the automation of the PM has been put on hold. However, an interim solution using an ODBC database has been developed and implemented. In the longer-term we hope to utilise SharePoint and the PM Working Group is working with IT to develop this idea further. Training: Nine x 2-hour PM training workshops have been undertaken, with AeroAcademy launching their supporting E-learning courses during the week of 15th June. This package covers practical performance management, setting objectives and managing underperformance. Over 80 managers have been trained on PM with further training and communication planned over the summer months. Update on Progress: A number of employees, across twelve cost centres have been communicated with and trained on the principles and concepts of PM, whilst training on how to conduct PM reviews is currently underway. However, in the interim, all employees whose performance is reviewed under the Skilled Grading (Fitter) Scheme will remain within this scheme for the immediate future; with work in hand to look at how the Company Values/Behaviours can be incorporated into the Skilled Grading Scheme. Discussions on how to best implement Performance Management into the Business Units are currently underway, with a meeting scheduled to understand how PM currently works within Manufacturing Support. Alan Greenbank, Jonathan Land and Ian Roberts have produced an initial model for PM for use across the Design Office and amalgamating the new PM scheme within the existing framework.
Page 1 and 2: news A review of what’s happening
Page 3 and 4: News 03 Marshall Aerospace signs te
Page 5 and 6: News 05 Skills Upgrade In addition
Page 7 and 8: News 07 A Clear Vision The first ha
Page 9: Environmental 09 It’s not just Ar
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Page 15 and 16: MA People 15 Training the Leaders o

Autumn 2009 - Marshall Group

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