Client Profile

A large global pharmaceutical manufacturing organisation wanted to shift from a process-driven, quality-centred approach to a more people-centred, engaged leadership and management style.

Background

According to the bi-yearly surveys distributed among all the plants within this global manufacturing organisation, this local plant had the lowest engagement scores. This plant also had the highest attrition due to many high potential employees leaving the organisation. The organisation aimed to understand why this was happening.

Findings

  • A survey result showed a lack of interaction and engagement between team leaders and team members. Most touchpoints between leaders and members were process-focused, such as through bi-yearly performance reviews and daily operation meetings.
  • The organisational culture was very process-driven, and managers primarily relied on their team members to study and understand various processes via on-the-job training to conduct the manufacturing activities. Coaching and building a feedback culture were not apparent within the organisation.

Our Solutions

  • Building organisational culture (coaching culture) and coaching workshops,
  • Performance management consulting, and
  • Leadership development

Our Approach

  • We engaged senior management and HR in developing a coaching culture strategy, incorporating mindset, skillsets, and toolsets. We integrated coaching into the leadership development curriculum, where all leaders would attend a coaching workshop and managers at a certain level would also receive an executive coaching engagement for 4-months.
  • With performance management and leadership development sessions, we instituted a coaching conversation process/activity for all leaders to engage with their team members at least once a month to provide and receive feedback from their team members.

Key Results

  • With the integration of a coaching culture, the management put new business goals and objectives in place. After coaching culture became prevalent, a significant boost in productivity and quality issues decreased by 15%.
  • Team leaders took on a more coaching, development approach to their team members. Through the performance and leadership development sessions, leaders were able to get into the mindset of growing and developing their people instead of measuring their employees based on numbers, such as their daily output. The bi-yearly survey showed that employee engagement levels and desired retention throughout the organisation saw an imminent increase in scores.