Upload
alchemy-systems
View
338
Download
0
Embed Size (px)
Citation preview
The Mind of the Food Worker
Jerry Lindsley, Center for Research & Public Policy Raj Shah, Alchemy Systems
3
PresentersJerry Lindsley, President
• Research projects with NASA, McDonald’s, Shell, Ford, Coca-Cola, Mobil and many universities
• Teaches college-level business management, research, marketing, polling, and public policy courses
Raj Shah, Senior Strategist & CMO
• Research front-line worker behaviors and needs• Leverage technologies to meet performance and
learning gaps
Why Study Food Workers?
4
• Frontline food workers are key to food safety & quality• Minimal demographic/psychographic information available• Historical research has narrow focus (i.e. foodservice)• Extreme diversity in age, gender, culture and experiences• Leadership, management and frontline worker alignment
unknown
Survey Methodology: Food Workers
5
• Center for Research and Public Policy (CRPP) conducted online and onsite surveys– Online survey of 1,203 food workers in the United States and Canada
across entire food system (farm to fork)– Onsite survey of 832 workers and managers
• Topics Covered• Quality of life• Use of technology, internet and social media• Perceptions of training/coaching• Preferences for learning / training methods• Views on safety and injuries• Perceptions of support on the job• Views on employment, advancement and satisfaction• History of working while sick• Questions specific to supervisors• Demographics
Survey Methodology: Food Leaders
6
• 79 online survey respondents • Randomly selected food industry leaders in U.S.
and Canada• Topics included:
– Management concerns– Time allocation– Production efficiency – Employee engagement– Operational strengths and weaknesses
Survey Highlights
7
Good news!
Opportunities for Change
Heads up
Confidence to Stop Work
8
Q: Do you have the confidence to stop working when you see a safety or product problem?
93%
Strongly Agree or Somewhat Agree
INSIGHT: Large majority of employees understand their role in both food safety and workplace safety and are accountable.
Management Support
9
Q: Do you have a supervisor, manager or trainer that you can go to with questions, help or advice?
82%
Yes INSIGHT: Large majority of food workers trust management to help them in their jobs.
Affinity for their Company
10
Q: I would serve the food we make to my own family or children.
YES
INSIGHT: Large majority of food workers trust themselves and their co-workers in ensuring the integrity of the products they produce.
87.%87.3%
Responsibility for Customer Health
11
Q: Do you feel personally responsible for safety and well-being of your customers?
90%
Very or somewhat responsible
INSIGHT: Impressive majority of employees understand their responsibility for customer safety.
Survey Highlights
12
Good news!
Opportunities for Change
Heads up
Onboarding Training Quality
13
Q: How would you rate the quality of your onboard training?
20%
Not good
INSIGHT: • Ensure training success
metrics are established• Routinely evaluate employee
behaviors on the plant floor against training learning objectives
• Consider breaking up learning events into smaller chunks over time.
Training Format Preference
14
Q: What formats for training work best for you?
57.3% 56.1%
on the job with a supervisor
on the job with a co-worker
INSIGHT: Acknowledge the impact of ‘on the job training,’ identify inconsistencies and leverage both supervisors and co-workers as learning resources.
Supervisory Coaching
15
Q: How often do you receive coaching from manager/supervisor?
43.2%
Rarely or never INSIGHT: Consider the value of engaging the employees on the plant floor, evaluating their behaviors and soliciting their feedback.
Learning Technology
16
Q: If you prefer learning on your own, do you prefer computer-based training or reading a manual/SOP?
68.6%Prefer computer
INSIGHT: Consider generational preferences in learning policies and procedures.
24.2%Prefer manual
Training Complexity
17
Q: Is training sometimes too complicated or difficult to understand?
39.3%
Strongly or somewhat agree
INSIGHT: Ensure good instructional design is applied to training courses:• Analysis• Design• Development• Implementation• Evaluation
Levers to Improve Production
18
Leadership Survey ResultsQ: If you initiated a program designed to increase production, which ONE of the following would you begin with? INSIGHT:
Actively pursue and analyze data to measure individual lines/shifts/work groups to identify best practices by supervisors.
44.7%32.9%
19.8%
2.6%
Supervisors Frontline Workers
Executives HR Personnel
Food Companies Mainly Hiring Millennials & Gen Xers for Frontline
Source: Deloitte Digital Democracy Survey, 9th edition
79 Million*Born
2000-1989Born
1982-1966Born
1965-1947Born
1946 & PriorBorn
1988-1983
Trailing Millennials
14-25
Generation X 32-48
Baby Boomers 49-67
Matures68+
Leading Millennials
26-31
70 Million 77 Million 24 Million
25
Frontline Food Workers Less Tech Savvy - But Not Much
20Source: Alchemy Mind of the Food Worker Study, 2015
Social Media
Laptop
Smartphone
Tablet
0% 20% 40% 60% 80% 100% 120%
Food Workers Millennial/Gen X
Usage/Ownership
26
Preparing for Millennials
21
Leadership Survey ResultsQ: We are making changes to accommodate new Millennial employees and the way they learn.
32.9 %
Yes INSIGHT: Recruiting, onboarding, training, coaching may be in status quo mode reflecting baby boomer needs.
Engaging/Training Time Allocation
22
Leadership Survey ResultsQ: Where do you currently spend time currently vs. where you prefer to spend time
INSIGHT: Identify less critical talks that prevent supervisors and managers from spending time with frontline
21.1%27.6%
43.4% 43.4%
Engaging with frontline workforce
Training the workforce
Currently spending time
Prefer to be spending time
Survey Highlights
23
Good news!
Opportunities for Change
Heads up
Communications Gap
24
Q: How often do workers come to work when they are sick?
INSIGHT: Need to address perception gaps as well as workforce training and coaching.
Always or Frequently
50.8%18.4%
What Workers Actually Do
What Leaders Think Employees Do
Always or Frequently
Communications Gap
25
Q: How much of the onboarding training employees will recall knowing and remembering.
INSIGHT: Huge gap between workers and leaders.
All or Most
What employees say they remember
What leaders say employees remember
79.2% 19.7%All or Most
Leadership Rating of Own Company
26
Leaders were asked to rate their own company 1-10
Average rating was FAIR
92.1
86.8
71.1
71.1
71.1
69.7
68.4
Product / food safety
Worker safety
Employee retention
Production efficiencyProviding adequate tools for employees to do effective job
Company culture
Employee engagement
61.8
60.5
57.9
57.9
56.6
42.1
32.9
Employee education / trainingCommunication with frontline employees
Ability to attract the right employees
Internal communications
Change management
Employee recruitment
Preparing for the influx of Millennials
Very Poor Fair Good VeryPoor Good
Very Poor Fair Good VeryPoor Good Characteristics Rated Characteristics Rated
27
Leadership Perception of Inefficiency
INSIGHT: Opportunity to improve efficiency with focus on frontline worker engagement.
Efficiency Potential
28
Leadership Survey ResultsQ: If bottom 25% of your workforce were as productive as the top 25%, by what percentage would efficiency increase?
INSIGHT: Productivity gains from improving bottom quartile worker performance.
Worker Injury Rates
29
24.1% 17.1%
Said yes Said yes
INSIGHT: The first year is the highest risk year – proper onboarding and coaching is very important.
I have been injured at my current job.
I was injured in my first
year.
High Performing Supervisors
30
The percentage of all supervisors combined who are at the level of your top two supervisors.
40.4%
Percentage of top-level supervisors
INSIGHT: Consider mentoring programs; expand training to include soft skills, operational knowledge.
31
Key Takeaways• Food safety is #1 priority; but workers perceive
production/profits comes ahead of workplace safety• Employees understand their food safety responsibilities• Training is often too complex to understand• Workers want coaching, but not getting enough from
supervisor/managers and rely on co-workers• Companies not adopting to the needs of Millennial
workforce• Significant perception gaps between workers and
management
32
More Information
• Full Report: www.alchemysystems.com/mindofthefoodworker/
• Participate in survey or questions to ask next year:– Raj Shah [email protected]– Jerry Lindsey [email protected]
Questions?