Tag: human resources

You may have heard about the closure of Coca-Cola Amatil’s manufacturing plant at Thebarton. However, you may not have heard about the company’s best practice approach to handling the closure.

With the permission of Coca-Cola Amatil (thank you to their HR team), today I want to share more about Kiikstart’s engagement with their staff in the lead-up to the closure. In this case study, I’ll cover how our recently created Transform program helped to achieve staff buy-in and reflected Coca-Cola Amatil’s ‘proud to the end’ philosophy as the plant transitioned to closure.

Kiikstart’s Engagement
Kiikstart was engaged to work with CCA employees whose roles were being made redundant due to the plant closure. The company sought to give their employees training that would help them to gain new skills and perspectives for a successful career post-CCA.

Initially we worked with 10 of CCA’s senior leaders, before working with a broader group of 26 shop floor employees.


The Transform Program – How It Worked
Our coaching and mentoring work with CCA was focused on building personal value and cultural fit in a modern, competitive world. Each employee worked one-on-one with Kiikstart to develop a personal action plan.

This work included:

  • A personalised career risk assessment to identify career roadblocks and risks;
  • Support with updating CVs and other documents ready for market;
  • Defining strengths and points of difference in their approach;
  • Defining individuals’ values and ethics;
  • Developing personal brands and defining an action plan for success;
  • Detailed, co-created actions for each participant to complete prior to the next session.

What makes it unique?

  • Individualised: The program is tailored to each participant. Working one-on-one with each employee, Kiikstart assisted participants to create their own individual action plan.
  • Contemporary: The program is designed to generate new opportunities for employees in an increasingly competitive and changing market. We also consider the Fourth Industrial Revolution, how roles are changing and relevant industries of the future.
  • Action-focused: Actions are co-created by employees together with Kiikstart to ensure measurability and progress.
  • Open door policy: Participants are able to chat with their coach Ali outside of scheduled sessions. This assists with the development of open and trusting relationships between employee and coach. Kiikstart is able to support employees through the process of applying for roles, the interview process and considering job offers.

 

The Results

Of the Senior Leaders who commenced the program, seven are employed in alternative leadership positions, one is looking for employment, one is mapping out a life of retirement, and one leader is actively engaged in the program and remains at CCA.

Of the shop floor production employees who took part, four are still actively involved in the program as they are contracted until next month at CCA. A further 15 have found new employment, while two are self-employed, one is semi-retired and six have exited the Kiikstart program with a clear action plan.

 

What Employees Say About the Program

In an anonymous survey, CCA employees rated Kiikstart’s program as the most valuable transition service they were offered in 2018.

“Kiikstart was recommended to me as a support service during the site’s transition to closure. Ali created an open and honest environment allowing each of us to share and learn from each other as we explored our options for the future. By changing the way we viewed our work and life experiences, Ali helped us to understand the true value we could bring to a new workplace. Importantly Ali also helped us create the marketing materials and networking techniques to allow us to showcase the benefits we could offer a new employer. I quickly realised the value of Kiikstart and extended Ali’s scope to include all employees on site. The service proved incredibly effective across the entire site, from operator to Operations Manager and everyone in between.” – Robert Menadue – Former SA Operations Manager, Coca-Cola Amatil

“I have been with the same company for over 11 years and had not looked or thought about my CV until my position was made redundant. With the company’s support program, I was introduced to Ali and the Kiikstart program. The program helped me ensure my personal / business profile was where it needed to be, portraying the best reflection of myself to potential employers. It challenged me to look outside the normal avenues for gaining employment and provided a pathway to success. I have not experienced a program like this before and I’m so glad I did. I would certainly recommend Ali and the Kiikstart program to others seeking new opportunities in their careers!” – Brendan Wuttke – Production Planner SA, Coca-Cola Amatil

Ali provided our employees with creative, modern and proven approaches to generate new opportunities in an increasingly competitive and changing market. Since commencing the program, our employees are more confident and can tell their career story highlighting individual achievements and transferrable skills. I would highly recommend the Kiikstart program to businesses and individuals who are going through transitions or wanting to take a new career path.” – Alice Thompson-Seagrave – People and Culture Advisor, Coca-Cola Amatil

Interested in the program?
We’re excited to be rolling out our Transform program more widely in 2019. If your company is going through a period of major change – whether it be redundancies, a rebrand, a company partnership, or something in between – get in touch to find out how Kiikstart’s program can have a positive and lasting impact for your team. Get in touch with me at enquiries@kiikstart.com or on +61 428 593 400.

Having your team behind you is essential to any brand or business’ success. Big or small, not-for-profit or corporate, if your staff believe in your brand and love where they work, this will shine through.

At Kiikstart, I work with brands of all different sizes all over the country, and creating healthier company cultures is one of our key areas of work.

Here, I’ve covered nine ways you can improve staff buy-in. You’ll not only create better cultures, but your brand will thank you for it too.

1. Regular team meetings
This might sound obvious, but busy companies caught up in the reactive daily grind of demanding workflows can sometimes forget the basics. As American baseball manager Casey Stengel famously said, “Finding good players is easy. Getting them to play as a team is another story.” The same is true of all workplaces. Bringing your team together for regular meetings is essential to creating a culture of open communication where everyone feels included.

2. Set the agenda
Once you do bring your team together, ensure this time together is efficient and purposeful. Clear meeting agendas with defined outcomes will mobilise buy-in from your team. Ensure that everyone in the room has action items to their name at the end of each meeting to keep them accountable. And also ensure you set timeframes for delivery and future follow up.

3. Create a culture of idea-sharing – it needs to be a given
Company cultures – yes, there can be more than one – usually start at the top, so working to create a culture of idea-sharing is essential to achieving staff buy-in. If your company’s CEO or your team leader proves to be a good listener and creates a supportive space for idea generation and exploration of ideas, staff will be more inclined to share their thoughts. This might include acknowledging and drawing on the particular expertise of front-facing staff who deal with customers day to day, who may offer important insights into your brand or business.

4. Change up your job descriptions – be prepared to re-design roles
Every member of your team needs to understand their place in the business. This is why redesigning job descriptions to focus more on outcomes and less on processes is essential. Staff also need to understand the elements of each other’s role so they have a full picture of how each role fits together. Personal attributes and attitude should also form part of each job description – not just technical expertise.  Ensuring that attributes such as respect, enthusiasm and helpfulness are included will likely be more useful to your team than a long list of tasks.

5. Encourage experimenting with ideas – across all roles
Creating both formal and less structured opportunities for idea generation and experimentation is one important way to improve staff buy-in. Making work fun, team building activities and creative events can all boost morale and encourage your team to adopt an entrepreneurial mindset.

6. Change the look & tone of performance reviews
To get the best from your team, performance reviews should be treated not only as an opportunity to ensure staff are meeting your KPIs, but also to see how you’re faring as their employer. A recent report entitled ‘State of Workplace Mental Health in Australia’ found that only 52 per cent of employees feel that their workplace is mentally healthy, while 21 per cent had taken time off work in the past 12 months because of stress, anxiety, depression or other mental health concerns. Employers should view performance reviews as an opportunity to check in with their employees and consider ways to create a happier, mentally healthy workplace environment.

7. Create opportunities for growth
As part of performance reviews, staff should also be given an opportunity to help drive their professional development opportunities. Giving staff opportunities to upskill not only benefits your business, but also keeps them interested and helps them feel valued. Consider developing learning plans with members of your team to help facilitate this work.

8. Share the love
Ensuring that employees feel valued and credited for their work is absolutely essential to achieving ongoing staff buy-in. Incentive programs, team recognition and bonuses are some of the ways to share the love. Creating a supportive culture where good work is recognised and rewarded will encourage staff to share their ideas and consistently put their best foot forward.

9. Measure your success
Finally, ongoing assessment and review of measurable actions will not only help to avoid confusion, but will also encourage action, both as a team and from individual staff members. Opportunities for self-reflection need to occur more regularly than at annual performance reviews, so consider other internal measures beyond your company’s financials. From balanced scorecards to anonymous surveys, consider a range of measures to ensure your team is performing – and identify areas for improvement.

Then, share them with your team to ensure everyone is part of your brand’s continuous improvement journey!