For some companies this is a formalized process, but many are just embarking on this journey and wondering what is the most beneficial way to handle performance reviews.
CpK Interiors hosted our session and took us through their Performance Leadership Management Process, followed by a tour of their 176,500 sq. ft. facility in Port Hope.
Performance Leadership Management Process
Objective Setting: looking at last year and this year; losses and workplace organization – wastes, cycle-times etc
Objectives Self-Assessment: look at shift balancing and deep dive quality, horizontal expansion, set objectives of the individuals
Assessment: Key Performance Indicators (KPI’s) and measurements. Monthly basis
Review and Feedback: Annual
We had a discussion around KPI’s and establishing clarity of the objectives, and communication. CpK shared their KPI’s of Safety, Quality, Delivery and Morale. The first 3 have typical metrics but the Morale includes tracking absenteeism and the use of a Suggestion Box with incentives attached. Also a “you asked” box where the company will answer to any question either privately or posted for non-personal questions.
A great practice was Cpk’s Performance and Leadership Matrix. This is used for salaried employees only, graded on performance (low/med/high) and leadership (low/med/high) by their manager and then they hold a calibration meeting. Your rating in the matrix is tied to a bonus structure and being in the 6,8 or 9 box shows you are promotable. (refer to the presentation in the Belleville/Quinte home page member files)
Roundtable discussion topics touched on;
- The challenges of providing non-bias feedback
- Rolling reviews out to the floor employees ensured. One company has recently rolled out a pocket pad for Supervisors to record observations of floor employees i.e. training, safety.
- Reaching the top of the wage scale and how to incent
- Self-assessments and participation vs no self-assessments. One company uses a 4 questions sheet on what is going well/not well, training requirements and how the manager can improve as a guide for discussion
- Use of a color code objectives chart, monthly Red=Late / Green=Completed
- Town Halls and other communications
- Union vs non-union
- Using a grid attached to an increase
Though the communication seemed to want to continue, we did plan to tour the CpK Interior floor and were we ever glad we did! This Port Hope facility is in its 50th year, with a total of 251,700 sq ft in total! This facility supplies the following products; Instrument Panels, Door Panels and Console Side Panels and Class A Injection Molded Components. After the tour we had a Continuous Improvement exercise to provide positive feedback and opportunities for improvement to the host. In summary this is a very “visual” plant for status, labelling and traffic, using paint, TV monitors and big bright visual display boards. It was a pleasure to tour this facility and we all thank Liz Phillips, HR Manager and her team for their presentation and tour.