Supervisor SIGs have been running regularly in four of the six Eastern Ontario Consortia and the brain-stormed list of challenges with each have been very common - communication (to production employees and between management/supervisors), change management, employee engagement, establishing accountability, balancing resources while wearing many hats and TRAINING!  Most Supervisors (or lead hands, team leaders, etc.) admit to being chosen for this position because of their success in operating positions.  Unfortunately once in their new positions, it soon becomes evident that a new set of skills are needed to be able to function successfully in this position.

The situation at Glatfelter was similar.  After a challenging beginning, Glatfelter (formerly Concert Airlaid) recognized the need for, and began a journey to change in 2004. According to Barry Downing, VP and General Director, there were many barriers to employee engagement at the beginning - physical plant, language, housekeeping, and a young inexperienced workforce.  A strong management team recognized that leadership and communication were key to gaining trust with employees. 

The Glatfelter management team honed in on performance management with their employees.  All employees have an individual training plan and understand the connection between their roles and the company's business objectives.  The role of the Supervisor has been increasingly coming to the forefront with changes in legislation, environment, customer focus and increasing global competition.  It was becoming increasingly evident that new supervisors that come up through the ranks need training to help them in their new roles as coaches and managers. 

The management team of Glatfelter spent a great deal of time up front determining the competencies that were needed to be successful as a Supervisor in this plant.  Once this list of competencies was developed, each Supervisor went through a series of surveys and interviews (self & with managers) to determine where they were lacking in skills to meet these competencies.  The supervisory group as a whole was also examined for evidence of common skills gap training opportunities. 

Supervisory training has been offered in two forms.  A company from Montreal (most operators have French as a first language), called COSE have been working closely with Glatfelter to provide training for each supervisor that follows a path (program).  Robert Dolbec, Training Associate explained that in order to progress through the path, the supervisor and his/her manager have to be satisfied that the trainee can respond positively to each of twelve statements such as,  I understand my managerial roles and responsibilities (number 1) or I exercise my decision-making authority (number 2).  Supervisors are given training in each of these areas over a month (or longer if need be) before they progress on to the next area.  The supervisor also works closely with his or her manager in a coaching role with each area of need. 

This plant was also one of the first companies to beta-test the New Harvard Supervisory Certificate program being offered through the Textiles Human Resources Council (THRC) - EMC's partner for supervisor training.  Sarah Watts-Rynard attended this event and gave an outline of the 12 week training program that consists of online training courses (topics critical to supervisor success), webinars, discussion forums, team work and problem-solving with a case chosen from the Supervisor's work place (providing ROI). More information on the September intake for this course can be found on the EMC website.  Follow the link from the home page.

Management at Glatfelter believes that every person in their plant has a role to play.  They want each individual to be successful in their role.

When asked why they are so successful, Barry Downing responded:

• Everything is centred on Customer Need
• Consistent positive reinforcement
• Atmosphere that reinforces accountability
• Pay for performance (Competency first; Seniority second) BTW, this is a unionized plant.
• Build and deliver trust
• Provide proactive communication
• Transparency of business information

 Almost thirty EMC members from fifteen member plants travelled from as far away as Trenton and Cobourg in order to have an opportunity to learn about the strategies of this very successful plant.  Since this event feedback, such as the quotes below have arrived via email".   

"I wanted to give you some feedback on the SIG event last week.  Both Paul McAllister and I found the session quite interesting and the people at Glatfelter did a great job of hosting!  The pride they have in their business and their people is quite evident." Rosemary Van Allen, HR Generalist, SDS Kerr Beavers Dental, Morrisburg

"I just wanted to let you know that yesterday's event was excellent and very informative.  It's obvious that they are not just talking the talk but are also walking it." Nicole Roussy, HR, Pacific Safety Products, Arnprior

Keep an eye on the forums page as I am hoping to add more feedback and questions that have been submitted by members since this event.

Congratulations to the Glatfelter team on hosting their first SIG and to all the lucky persons who attended to share in the positive results of all of the hard work of this plant!

Gay Henniger, Eastern Ontario FSA