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CNN – Lincoln Industries Wellness

Finding Organizational Balance --Maximizing Business Performance Through a Balance of Operational & Cultural Transformation--. CNN – Lincoln Industries Wellness. A Unique Approach: The Lincoln Industries Story. Who We Are. Founded in 1952 Consistent history of profitable growth

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CNN – Lincoln Industries Wellness

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  1. Finding Organizational Balance--Maximizing Business Performance Through a Balance of Operational & Cultural Transformation--

  2. CNN – Lincoln Industries Wellness

  3. A Unique Approach: The Lincoln Industries Story

  4. Who We Are • Founded in 1952 • Consistent history of profitable growth • 500 people in a 24/7 operation • 400,000 sq. ft. of production facilities • TS16949 and ISO9001 quality systems • ISO14001 environmental certification • Great Places to Work Institute -Top 25 mid-size company to work for in America (5 years)

  5. What We Do… • Provide innovative solutions and exceptional service for our customers’ toughest challenges through collaborative development, unique supply chains (domestic and global), creative combinations of applied technologies, and a work ethic that knows no bounds.

  6. The Lincoln Industries Philosophy • Foundational culture • Fit, talent and skill • Shared ownership • Simplify the business • Measures that matter • Move the metrics

  7. Foundational Culture - Beliefs • Our people and their unique individual talents are valued • Appropriate recognition motivates our people to be successful • Leaders create value • Innovation creates continuous improvement • Profitability ensures the survival of our company • Positive relationships build loyalty • Honesty is essential in all transactions • We create value for our customers • Wellness and healthy lifestyles are important to our success Our Beliefs are embedded in the very core of our company. They provide the foundation of our culture

  8. Foundational Culture - Drivers • Quality…in everything we do • Productivity improvement…is a continuous process • On-time delivery…because customers depend on us • A safe working environment…is our commitment to each other • Environmental responsibility…is our commitment to our • communities • People development…because our people create our success • Company growth…is the result of providing a superior service • Value-added service…means doing more for our customers More than words on a wall, Drivers guide our relationships and business decisions. The Drivers set us up for success.

  9. Lincoln Industries Success Model • Strategic Sourcing • Technology • Growth • Continuous Improvement • Fit • Talent • Skill • Development • Planning • Execution • Discipline • Profitability • Culture • Customer Satisfaction

  10. Our Pillars of Success

  11. Pillars of Success - People Key People Issues

  12. Our Wellness Philosophy Simple: Healthier Engaged People Perform Better & Cost Less

  13. The “Accountability Formula”

  14. Trended SavingsLincoln Industries’ Outcomes ***ROI Consistently Above 5:1***

  15. TurnoverLincoln Industries’ Outcomes U.S. Ave. U.S. Ave. Lincoln Industries Lincoln Industries Maximizing Your HR Spend - Human Resources Executive June 2011

  16. Well-Being ResultsLincoln Industries’ Outcomes • Leadership Engagement • Visual leadership involvement – “walk the talk” • Senior team workouts • Component of leadership development programs • “3 for 3” • All company wellness metric Well-Being Assessment Results People Involvement • Wellness Wednesdays • Tobacco Cessation • Healthy behavior quarterly events • Behavior Change Support & Coaching • Education & Communication • Life Plans • Platinum Fit • Jazzercise • WeightWatchers

  17. Wellness As a Performance Objective 100% of individuals have wellness objectives Directly tied to annual merit increase Objectives are set by the individual Well-being model

  18. The REAL Reason Seth • Joined Weight Watchers • Lost 100 lbs. • Summited three 14ers • Finished 1st Marathon in 2010 • Finished 1st Ultra-Marathon in 2011 • Wellness Champion

  19. The REAL Reason • John – 55 years old • Quit smoking (smoked 20+ years) • Lost over 75 pounds • Half Marathon • Finishing college degree • Contagious attitude about health and wellness

  20. Wellness & Benefits • Outcomes based incentives • Metabolic Syndrome Risk Factors • Tobacco Free • Premium discounts • Health Reimbursement Arrangement contributions Go! Platinum – 14,000 ft Mountain Climb

  21. Replicating and Scaling Success: Transforming Your Organization

  22. pH: A Vital Balance The chemical term "pH" refers to the acidity or basicity of a solution. Critical to maintaining the system, pH balance simply means that the system or organism is at the pH most appropriate for optimizing performance. What’s the pH balance of your organization?

  23. Current Business Landscape Most Organizations Are Not Performing At Their Highest Level! Why Not? Because Their Big 3… Organizational Foundation Engagement Vitality …Are Not Optimized.

  24. The Statistics Workplace engagement is at an all time low – 70% of your people “dream of having a different job” Leaders are having to do more with less – need innovative ways to improve performance In 2011, the average health care cost per employee was up 9% from 2010, 2012 estimates $13,500 for healthcare – no end in sight Over $73B per year in lost work days and work performance due to health conditions and workplace injuries 2 out of 3 corporate executives say that wellness programs are ineffective due to low engagement (less than 20% on average) Economic conditions placing continued pressures on supply chain relationships – businesses are looking for the “edge” 63% of companies do not have measurements or ROI goals associated with their culture-based programs “Insanity: doing the same thing over and over again and expecting different results” --Albert Einstein

  25. Why Culture Matters • Culture affects how people act and perform • People do what is rewarded or reinforced • For better or worse • Just ask the New Orleans Saints • A well-conceived culture will stimulate your people to do their best work on the job, at home, and in the community • Culture is a powerful differentiator

  26. Linking Performance & Culture The Hierarchy of Cultural Stages The Workplace Organizational Outcomes • Reduced Turnover • Higher Customer Satisfaction • Individual Productivity • Organizational Profit • Loyalty Direct Correlation C.L. Keyes & J. Haidt Eds.), Flourishing, The Positive Person & The Good Life (pp. 205—224). Washington, DC. American Psychological Association.

  27. Applying pH to Your Organization Strategic Roadmap Design Strategic Roadmap Design Industry, Demographics, Philosophy, Location Industry, Demographics, Philosophy, Location

  28. Comprehensive Assessment

  29. Customized Reporting

  30. 10 Levers for Optimized Performance

  31. Levers Linked To Actions Example:

  32. The Value of Organizational pH Measurable Outcomes Business Transformation

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