The Manufacturing Alliance Attracting, Developing and Retaining Staff John Greatrex

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The Manufacturing AllianceAttracting,
Developing and Retaining StaffJohn Greatrex
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Unipart Group of Companies
The Unipart Group is one of Europes leading
independent logistics companies. Established
through a management buyout in January 1987 from
the BL Group 2005 turnover 1.1bn Staff -
10,000 Committed to achieve World Class
performance Supplies product to 140 countries
worldwide
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Unipart Group of Companies
From our experience in Automotive Parts and
Manufacturing and our work with companies such as
Toyota and Honda we have developed a capability
in Continuous Improvement and Lean. Our tools and
techniques form part of a philosophy of working
which we call the Unipart Way. We now apply
these capabilities in a number of businesses
including logistics, rail services,
manufacturing, automotive parts and accessories
and consultancy.
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Unipart Group of Companies

• MISSION
• To be an enduring upper quartile performing
  company, in which stakeholders are keen to
  Participate
• EVERYONES GOAL
• To make the Unipart Group logo the mark of
  Outstanding Personal Customer Service
• PHILOSOPHY
• Understand the real and perceived needs of the
  customer better than anyone else and serve them
  better
• than anyone else

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Attracting, Developing and Retaining
StafforWhat every employee wants1.The
changing and diverse nature of the Talent
Pool.2. How some employers / and Unipart are
responding to this challenge.
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The changing talent poolWe live in an
increasingly diverse country

• There are 42 nationalities with over 10,000
  people in London alone
• UK birth rate is less than the replacement rate
  c1.6
• 2020 52 of the workforce will be 40 or over
• Graduate workforce 650k males 950k females
• 30 of our Agency employees are from E.Europe

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Average age is increasing dramaticallyNot just
increased life expectancy

• Median age of first marriage is increasing
  significantly
• Older carers are going to increase significantly
• Pension changes mean that people will have to
  work longer
• Median age for women of first childbirth is
  increasing significantly.

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Finding skilled people is as hard as ever,
employers investing more to train their people

• There are 15m adults in the UK who lack basic
  numerical skills
• Proportion of businesses with skills gaps fallen
  to 16 (Learning and Skills Council)
• Employers spending 33bill on staff training and
  development
• 17 of vacancies affected by skills shortages
• UK short of 100,000 IT specialists (Microsoft)

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Some are saying that finding staff is the easier
task they claim the war for talent has shifted
as attitudes to work have changed

• You still want to recruit the best, but the
  challenge now is how to keep the best people
• Scott Pollak - Saratoga

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Falling birth rate is only part of the story
attitudes to work are changing
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Differing Generations have very different
approaches to work

• The Matures
• The Baby Boomers
• Generation X
• Generation Y
• Warning
• Not a rule but a set of guidelines / a trend
• Sources Cam Marston, Association of External
  Search Consultants

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Generational Repetition

• Each generation assumes the following generations
  will define success the same way they have.
• Each generation then assumes the following
  generations should pay their dues the same way
  in order to achieve that success.
• With a few exceptions, each generation thinks the
  following generation has had it much easier.

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The Generations in the Workplace
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The Matures

• Duty, honor, country
• Dedication, sacrifice
• Conformity, blending, unity
• Patience
• Hard, hard times then prosperity
• National pride
• Doing a good job was most important
• Age Seniority

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The Baby Boomers (57 to 41 y.o.)

• Workaholic competitive
• Success is largely visible trophies,
  plaques, lifestyle elements
• Optimistic
• Consumers
• Defined by their job
• Personal development
• We are the world We are the children

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Generation X (40 to 27 y.o.)

• Taught to question authorities at a young age.
• Saw lifelong employment end. Nothing is
  guaranteed.
• Time is a currency equivalent to money.
• Question the sacrifices the Boomers have made to
  achieve their success.
• Latch-key kids Raised as their parents
  friends.
• Independent. Loners. Nomads. Poor team
  Players.
• Prove it to me.

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Generation Y (26 under)

• Optimistic
• Individualistic yet group oriented.
• Time Currency
• Have a hard time focusing on anything.
• Busy
• Like X, raised as their parents friends.
• Time horizons are very close. Future.
• View their generation as problem solvers.
• Huge goals. Clueless on the execution

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Recruiting Generation Y

• Their natural talents will have an immediate
  application to their work.
• Your company must be a unique fit for them.
• Want what their friends have and what their
  friends are doing with a unique twist. Your
  friends are also going to be working hard but
  here is how this work will make you a bit
  different.
• Peer to peer very important.
• Spend time with them. Answer questions. Where
  possible, become a non-stressful element of their
  lives.

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The Unipart Experience with Graduate recruitment

• Once Graduates come onto site they can really get
  motivated sponsorship events
• Many are attracted to the values of the
  organisation
• They can be very attracted by the externally
  recognised personal development they can gain

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Recruiting Matures

• Companys credibility in the marketplace.
• Companys history.
• Flexible scheduling.
• Need for mentors.
• Already have skills.
• Stay current, stay sharp.
• Pleasant pace.

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Improving recruitment in Unipart

• Using a competency approach to improve our
  processes
• Introducing flexibility where possible in our
  working arrangements
• Plan / develop our offering especially for key
  talent pipelines
• Standardising and improving the process across
  the Group
• Measuring effectiveness time to recruit / cost
  to recruit / recruitment effectiveness
• Forming closer relationships with educational
  establishments

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Developing and retaining staff

• Higher levels of performance are a function
  of discretionary behaviour
• Ability
• Motivation
• Opportunity
• This means individual / team choices over the
  way the job is done

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Ability Unipart approach

• Three sets of competencies
• Technical linked to SOPs (everyone will be)
• Unipart Way CI tools and techniques (everyone
  is now)
• Leadership (introduced but not embedded)
• Competencies provide a common language which
  underpin tools and processes and allow managers
  to have good quality conversations
• Leadership is being assessed in terms of the what
  and the how of performance
• Planned interventions according to business need
  within the talent lifecycle (PRIORITISED)

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Improving Ability - the Talent Lifecycle
Business Strategy
What capabilities do we need to deliver the
strategy? What will be our balance between
growing and buying talent? What are our goals on
succession planning? Where will we position
ourselves in the market place?
Looking ahead at future talent needs, how do we
plan and prepare internal talent for future
roles/moves?
Succession Planning
Talent Strategy
What interventions do we put in place to maximise
performance and help individuals to take a
greater responsibility?
Development
Manpower Planning
What specific needs and plans do we have in terms
of talent acquisition, talent development and
capability building?
Performance Management
Resourcing
Performance is a function of skills/opportunity
and motivation how do we maximise these to
produce great performance? How do we appraise
peoples performance?
How do we bring in talent apprenticeships/gradua
tes/managers/specific experts? How do we engage
with external providers/search firms? How do we
assess people at interview/promotion?
Training
Orientation
How do we give people the skills and
understanding to do their job effectively?
How do we bring people into the business/help
their transition to new roles?
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Motivation

• What is the number one thing
• Connectivity with the boss.
• Individual recognition / respect / the ability to
  be themselves.
• Progression and development
• Pay
• Low pay can cause turnover.
• But high pay wont solve retention problems.

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Gen X and Y - whether the job is good or not
and whether or not they are happy is largely
determined (85) by their relationship with their
boss.

• Gen X and Y are loyal to people, not to companies
  or organizations.
• They rarely quit their job or their company, they
  quit their leader.
• To them, that leader the company.

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Opportunity

• Unipart Way dont give people the opportunity
  to improve their work we expect it of them
• We equip people, and their managers, with the
  skills, tools and knowledge to do this
• Challenges the nature of careers and job
  expectations are changing

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Conclusion

• The challenges and solutions are going to become
  more diverse.
• The talent agenda is at the centre of business
  strategy and success
• Good processes and tools are helpful, but their
  main aim is to help Line Managers have good
  quality conversations
• Individual choice, flexibility and recognition is
  at the centre of many of the solutions