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The Manufacturing Alliance Attracting, Developing and Retaining Staff John Greatrex


We live in an increasingly diverse country ... Duty, honor, country. Dedication, sacrifice. Conformity, blending, unity. Patience ... – PowerPoint PPT presentation

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Title: The Manufacturing Alliance Attracting, Developing and Retaining Staff John Greatrex

The Manufacturing AllianceAttracting,
Developing and Retaining StaffJohn Greatrex
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
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.
Unipart Group of Companies
  • To be an enduring upper quartile performing
    company, in which stakeholders are keen to
  • To make the Unipart Group logo the mark of
    Outstanding Personal Customer Service
  • Understand the real and perceived needs of the
    customer better than anyone else and serve them
  • than anyone else

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.
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
  • 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

Average age is increasing dramaticallyNot just
increased life expectancy
  • Median age of first marriage is increasing
  • 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.

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
  • 17 of vacancies affected by skills shortages
  • UK short of 100,000 IT specialists (Microsoft)

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

Falling birth rate is only part of the story
attitudes to work are changing
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

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.

The Generations in the Workplace
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

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

Generation X (40 to 27 y.o.)
  • Taught to question authorities at a young age.
  • Saw lifelong employment end. Nothing is
  • 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
  • Independent. Loners. Nomads. Poor team
  • Prove it to me.

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

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
  • Peer to peer very important.
  • Spend time with them. Answer questions. Where
    possible, become a non-stressful element of their

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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
  • They can be very attracted by the externally
    recognised personal development they can gain

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

Improving recruitment in Unipart
  • Using a competency approach to improve our
  • 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

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

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)

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
Succession Planning
Talent Strategy
What interventions do we put in place to maximise
performance and help individuals to take a
greater responsibility?
Manpower Planning
What specific needs and plans do we have in terms
of talent acquisition, talent development and
capability building?
Performance Management
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?
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?
  • 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.

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
  • 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.

  • 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

  • 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
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