Creating a Participative Culture for Sustainable Business Growth

1. 2nd Steering Committee Meeting Royal Holloway University of London15th May 2017 Sylvester & Tony

2. Types of Participation Mechanisms Source: “Participation in Change” Eurofound; Dublin 1990

3. Definition of ‘Direct Participation’ https://www.google.ie/search?q=Conceptualising+Direct+Participation+in+Organisational+Change+-+The+EPOC+Project&rlz=1C1WPZB_enIE678IE678&oq=Conceptualising+Direct+Participation+in+Organisational+Change+-+The+EPOC+Project&aqs=chrome..69i57.3098j0j8&sourceid=chrome&ie=UTF-8 “Opportunities which management provide, or initiatives to which they lend their support, at workplace level, for consultation with and/or delegation of responsibilities and authority for decision-making to their subordinates either as individuals or as groups of employees, relating to the immediate work task, work organisation and/or working conditions” ‘Conceptualising Direct Participation in Organisational Change - The EPOC Project’ (by John Geary and Keith Sisson Loughlinstown, 1994)

4. Prevalence of Direct Participation • In Ireland with IDEAS Institute experience and Methodology ‘Workplace Innovation’ amounts to Direct Participation • The team structure set-up is delegative • Teams set their own goals and have autonomy on how to achieve these

5. Direct Participation.., as developed and delivered by The IDEAS Institute We developed a unique joint union-management approach which: Acknowledges the existing skills/experience of the entire workforce (operators, craftsmen and managers) Encourages engagement, builds trust Through genuine employee involvement we can then unlock the highly creative, and largely untapped, potential within the entire workforce We now refer to this process as ‘Workplace Innovation’

6. Collective Agreements • “At each organisation, trade union representation also functioned as a source of employee support by ensuring that innovations were introduced with due regard for employee rights, and the principles for change were negotiated as part of broader collective agreements” • “Work Organisation and Innovation in Ireland” Annette Cox Eurofound 2013 Success is dependant on collective agreements between representatives of Employer and representatives of Employees

7. Delegative Participation • “With delegative participation, responsibility for what has traditionally been an area of management decision-making is placed largely in employees’ hands” (Sisson and Geary pg. 3)

8. A Realisation of the Value of Participation…at last!!!! “…. The mental capacity of our people to solve problems and improve performance, is the key to sustained competitiveness. We need to maximise the potential of our people to deliver improved productivity using proven tools and techniques”……. Source: “Applied Benchmarking for Competitiveness – A Guide for SME Owner/Managers” Richard Keegan and Eddie O’Kelly 2004 Oak Tree Press, Cork

9. The Reality…facing every business!!!!!!! ……”We must change, develop and improve, if we are to ensure survival and growth into the future”….. (Applied Benchmarking for Competitiveness – A Guide for SME Owners/Managers” by Richard Keegan and Eddie O’Kelly Oaktree Press Cork Ireland 2004)

10. THE FUTURE……… “Manufacturing is evolving and it will be different in the future – … High-value manufacturing activities in Ireland will be knowledge-intensive, capital-intensive and skills-intensive. Successful firms will engage in developing a participative culture, where management and staff work collectively to ensure the success and longer term sustainability of the firm to the benefit of all.” (SOURCE: The Report of the High Level Group on Manufacturing – Towards 2016 – March 2008)

11. The Challenge………………………… How do we create “a participative culture, where management and staff work collectively to ensure the success and longer term sustainability of the firm to the benefit of all!?” ….. First, a brief review of how “change” is frequently implemented…

12. When Major Change is to be Implemented, 3 Options may be considered:- • Rarely Works • Preferred Option - Requires Real Leadership • Insertion • of Change • ↓ • Most • Commonly • Used 3. Hearts & Minds 2. Power 1. Rational Discussion (Source: “Why Your Corporate Culture Change Isn’t Working and What to Do About It”.. Michael Ward Gower Publishing UK 1995)

13. Our approach draws on each option – and combines all three…………..!! • Given freely through agreeing a vision and providing leadership to achieve it • Both Directions - ↑Pull from the Top - ↑Push from the Bottom • Provides the Context 3. Hearts & Minds 1. Rational Discussion 2. Power

14. OUR MODEL – Establish a Joint approach involving all players.. 1 2 3 Continuous Monitoring & Support by JUMSG - Determining timely corrective actions as required Completion of Team Training together: (FETAC 5N1367 – Level 5) Joint Development of: • Terms of Reference • Ground Rules • “Where we are now?” • Vision for the future • Communication Plan • Preliminary “Roadmap” to achieve vision, includes schedule of training for entire workforce • Ability to work together • “Win/Win” Philosophy Formation of Joint Union Management Steering Group (JUMSG) - Consists of Influencers & Leaders

15. Develop Joint “Vision” Schedule Meetings Ground Rules Terms of Reference SOME PREPARATORY WORK TO ENSURE UNDERSTANDING & “BUY-IN” FROM ALL CONSTITUENT PARTS Generate Discussions 1. Preparation 2. Awareness Raising FETAC TEAMWORK (G20034) #Inform all Stakeholders What? Why How? When? Communications Plan “OPTIONAL” – Fact Finding Evolving Role for JUMSG “Fast Track” JUMSG Teambuilding “Dream Team” What info needed? 6. On-Going Monitoring & Review Process 3. Data Collection What Questions? #Develop, Test & Conduct Survey #Structured Reviews #Corrective Actions SECURING THE FUTURE Schedule Survey Review Findings 5. Implementation of Teamwork Training (G20034) 4. Data Analysis Formulae Actions #Summary Report #Inform Stakeholder Action Plan: schedule Form & Train Teams Organisation Support & Encouragement for Teams Feedback to All JOINT UNION-MANAGEMENT COLLABORATIVE PROCESS Build on Strengths, Address Weaknesses

16. Current list of companies engaged …… • KIRCHHOFF Ireland, Letterkenny, County Donegal German • LEO PHARMA Crumlin, Dublin Danish • KERRY FOODS Charleville, Cork Irish • BECTON DICKINSON Drogheda, Louth USA • (both Irish sites) Pottery Road, Dublin • SAICA Ashbourne, Meath Spanish • THEO BENNING GmBh Wexford German • WAVIN Balbriggan Dutch • THK Tallaght Japanese • Bausch & Lomb (Valeant) Waterford Canadian • Wyeth (NESTLE) Askeaton, Limerick Swiss • Henkel ----- 2 sites in Tallaght German • Dublin city Ballyfermot • Tara Mine –Boliden Navan, Meath Swedish • Fleetwood Virginia, County Cavan Irish

17. Our Workplace Innovation Process…. “WIN/WIN” PHILOSOPHY Builds TRUST, and UNLOCK the CREATIVE POTENTIAL within the ENTIRE WORKFORCE Management Team Workforce Real direct participation enables us ALL to work together in a new and innovative way --- and so create, not only the “Factories of the Future”…but factories with a FUTURE!!!!!

18. In Conclusion SIPTU/IDEAS are fully committed to implementation of Direct Participation and Workplace Innovation. We have established a credible reputation for ourselves as serious players in this area. We see this as the only way to secure Irish manufacturing jobs into the future

19. Thank youfor yourAttention