Session #1
Building A High Performance Culture:
Integrating Quality and Healthy Workplace
Frameworks
Building a High
Performance Culture
Integrating Quality
and Healthy Workplace
Frameworks
October 19, 2004
WWW.WATSONWYATT.COM
Joseph Ricciuti
joseph.ricciuti@watsonwyatt.com
416-943-6063
Colleen McKinnell
colleen.mckinnell@watsonwyatt.com
416-943-6094
3
3
Bringing it all Together . . . . .
Organizational Health
Work
Environment
Employee
Health
Workplace
Policies/
Practices
“Human Capital Management”
4
. . . To Measure and Target Better
ORGANIZATIONAL HEALTH
100
0
5
RISK
BURNOUT
High
Performance
Culture
DANGER
WORKFORCE HEALTH
100
Pillars of Organizational Health
6
Pillars of Workforce Health
7
Because a Picture is Worth a
Thousand Words…
2108
Health and productivity index
Organizational Health
Total absence
3-
Plan Admin.
54-
Prevention
Workforce Health
Motivation
10-
Resources
32-
Capability
54-
Arrimage
Alignment
Organizational Health
5
4
3
2
1
DANGER
0
1
2
3
4
5
Workforce Health
Building a High
Performance Culture
Integrating Quality
and Healthy Workplace
Frameworks
October 19, 2004
WWW.WATSONWYATT.COM
Joseph Ricciuti
joseph.ricciuti@watsonwyatt.com
416-943-6063
Colleen McKinnell
colleen.mckinnell@watsonwyatt.com
416-943-6094
Building a High Performance
Culture: Integrating Quality
and Healthy Workplace
Frameworks
October 19, 2004
KEN WHITE
President & CEO
Trillium Health Centre
National Quality
Institute
Kotter’s Eight Elements of Successful
Strategic Change

Develop a vision and strategy

Communicate the change vision

Establish a sense of urgency

Empower employees for broad-based action

Generate short-term wins

Consolidate gains and produce more change

Anchor new approaches in the culture

Reward success
Kotter, John. Leading Change. Boston, MA:
Harvard Business School Press, 1996
The way we were ……
“Great discoveries and achievements
invariably involve the cooperation of many
minds” - Alexander Graham Bell
Vision:
Together…
Leaders in Health Innovation
“If you don’t know where you are
going … any road will do”
Trillium Health Centre’s
Strategic Priorities
 Develop World Class Programs
and Services
 Build People Places
 Leverage Strategic Alliances
 Drive Performance Excellence
 UNLEASH knowledge@trillium
 Engage People Fully
Values = Culture

Excellence

Service

Teamwork

Integrity

Balance

Learning
1001 Leaders
Principles Create Leadership Opportunities
 Ambulatory Care
 Feed the Cow
 Distributed Leadership
 Partnerships
 Innovation
 Giving back
Building
People
Places
2004 NQI Performance Excellence Summit
Breakout Session#1 – Building a High Performance Culture
Paul Abbott
VP & GM Corporate Services Canada
October 19, 2004
Building High Performance Culture
High Performance Organization = Perspiration + Inspiration
Planning
 Vision & mission
 Strategic Quality Planning
 Understanding stakeholder
requirements
Continuous Improvement
 Reengineering
 Innovation
Organizational Alignment
Culture
&
Values
Process Management
 Process ownership
 Performance
measurement
 Organizational Structure
 Goal setting
 Communication
 Reward & Recognition
American Express Company Values
Customer Commitment
We develop relationships that make a positive difference in our customers’ lives.
Quality
We provide outstanding products and unsurpassed service that, together, deliver
premium value to customers.
Integrity
We uphold the highest standards of integrity in all of our actions.
Teamwork
We work together, across boundaries, to meet the needs of our customers and
to help the company win.
Respect for People
We value our people, encourage their development and reward their performance.
Good Citizenship
We are good citizens in the communities in which we live and work.
American Express Company Values
A Will to Win
We exhibit a strong will to win in the marketplace and in every aspect of our business.
Personal Accountability
We are personally accountable for delivering on our commitments.
Customer Commitment
We develop relationships that make a positive difference in our customers’ lives.
Quality
We provide outstanding products and unsurpassed service that, together, deliver
premium value to customers.
Integrity
We uphold the highest standards of integrity in all of our actions.
Teamwork
We work together, across boundaries, to meet the needs of our customers and
to help the company win.
Respect for People
We value our people, encourage their development and reward their performance.
Good Citizenship
We are good citizens in the communities in which we live and work.
Building a High Performance Culture
“The most powerful way to change
the culture of an organization is to
have a conversation with someone.”
Kenneth I. Chenault, CEO American Express
Bringing the Culture to Life
The new values have become a part of the way we operate:





Recruitment
New hire orientation
Leadership development
Goal setting & performance
Management
Employee survey
Questions to Check Against Delivery
1.
2.
3.
4.
5.
6.
Do your company values support your business objectives ?
Are the values part of the DNA of the company ?
Have you specifically identified the behaviors that support the
values ?
Have you made it real for people ?
Is performance management and compensations aligned with the
values ?
Are you measuring progress against the values ?
Building a High Performance Culture
Paul Abbott
Vice President & General Manager
Corporate Services Canada
DaimlerChrysler Canada Inc.
Canada Awards For Excellence
Healthy Workplace Award - 2004
Mark Gendregske
Vice President, Human Resources
DaimlerChrysler Canada Inc.
Who Are We?
• DaimlerChrysler Canada Inc. is the third-largest
manufacturer and wholesaler of passenger cars, trucks,
and automotive components in the Canadian auto industry
– DCCI has more than 14,000 employees in various
manufacturing, parts, sales and service locations around the
country
– More than 12,000 retirees
– A total of 60,500 Canadians are covered by the DCCI benefits
program
Where Are We?
DCCI Parts Distribution Centres
DCCI Sales Offices
DCCI Manufacturing Plants
Yukon
N.W.T.
Nunavut
NFLD
Saskatchewan
Quebec
B.C.
Alberta
P.E.I.
Manitoba
N.B.
Ontario
RED DEER
N.S.
MONTREAL
MONCTON
VANCOUVER
CALGARY
WINNIPEG
TORONTO
WINDSOR
DCCI Headquarters
What Do We Do?
•Manufacture, sell, finance and service high quality
automobiles
•Many of the corporation’s most popular vehicles
are manufactured in Canada
• Dodge Magnum and Chrysler 300/300C in
Brampton
• Dodge Grand Caravan, Chrysler Town & Country,
and Chrysler Pacifica in Windsor
Who We Do it With!
• The Canadian Auto Workers union (CAW) are key
Partners
• The CAW is the largest private sector union in
Canada
• The CAW represents more than 12,500 (90%) of
the employees and 9,000 (85%) retirees.
Who We Do it With!
DCCI and the CAW
are joint winners of this years’
Canada Award for Excellence
Healthy Workplace - Award
We are equally committed to providing
a healthy and safe workplace to insure
employee wellness
DCCI is A Healthy Place to Work!
The core beliefs and values of DCCI
help make the workplace a healthy place
• Teamwork - Capitalize on diversity and cooperation
across boundaries throughout the entire enterprise,
from suppliers to dealers.
• Openness - Transparency in the way DCCI works and
communicates. Honesty and integrity in all relationships
DCCI is A Healthy Place to Work!
• Inspiration - Establishment of a work environment that
inspires both individual and team performance
• Quality - A commitment to establishing benchmark
quality in everything DCCI makes and does
• Responsibility - A commitment to enhance the quality
of life and the environment in the communities and
societies DCCI serves
Canadian Healthy Workplace Criteria
Leadership is On Board!
• DCCI and CAW leadership have a strong
commitment to employee and corporate health and
well-being
• Mission statement “We, DCCI and CAW union
partnership commit to providing a healthy and safe
workplace to optimize employee wellness in the
year 2004 and beyond”.
• Leaders understand the linkage between safe work
environments, healthy employees and families, and
the corporate bottom line
Leadership is On Board!
• Policies and procedures developed are communicated
and monitored.
• Leaders are accountable for the health and safety of our
employees.
• Leaders walk the talk!
Planning is Key!
• Proactive needs based planning
• Information gathered to assess needs
• Formal
• Informal
• Programs developed
• Goals established
• Results monitored
People Focus
• Goal is to protect health and well-being of our employees
• Implement employee feedback
• INFORMATION IS THE KEY
• Employee well-being supported with a comprehensive
benefit/wage package
• Wellness partnership
Process Management
• Measure…Measure…Measure
• Those items that directly impact a healthy workplace
• Measurement includes
• Incident
• Ergonomic factors
• Health and safety audits
• Job hazard analysis
Outcomes
•Look at the numbers
•Over the past 6 years:
• Safety incidents reduced 80%
• Lost time injuries reduced 75%
• Severity of work place injuries reduced 85%
• 15 wellness committees across the country
• Increasing participation for each wellness initiative
DCCI/CAW Health, Safety and Wellness
at a Glance
 Viewpoint survey
 M3I2 survey
 Wellness survey
 Suggestion boxes
 Union reps















Plant newspaper
 Dashboard Anywhere
Union newsletter
 Town Halls
BenefitsLink
 Employee Feedback Process
Committee members
Supervisors
Earth Day/Awareness days
Energy conservation teams
ISO 14001 Certification
Canadian Industry Program for Energy Conservation
Canadian Vehicle Manufacturers’ Association Pollution
Prevention Project
Canadian Centre for Pollution Prevention
Canadian Council of Ministers of the Environment
Voluntary Challenge & Registry Inc.
Automotive Research & Technology Development Centre
Joint Environment Committees












Base wages
Shift premiums
Overtime pay
Cost of Living Allowance
Pension
Health care benefits
New vehicle purchase plan
Childcare assistance
Tuition refund
Scholarship programs
Legal services
Time off – vacation, PAA, SPA, LOA
We, the DaimlerChrysler Canada Inc. and Canadian Auto Workers union
partnership, commit to providing a healthy and safe workplace to optimize
employee wellness in the year 2004 and beyond.
Communication
The
Environment
Health and
Safety
DCCI/CAW
Health, Safety,
and Wellness
Strategy
Wages and
Benefits
Education and
Training
Other









CHEERS/Employee Recognition Program
Service Awards
Salaried Mentoring Program
Commuter Van Program
Safety, Quality, Delivery, Cost, Morale (SQDCM)
Accommodating pregnant women/nursing mothers
Harassment policy
Employment Equity
Community Service: United Way campaign, Share Drive, Habitat for
Humanity, Salvation Army, etc.
On-site
Health and
Wellness
Services












Material Safety Data Sheets
Personal Protective Equipment
Compliance Audits
Injury Reduction Team
Incident Management Teams
Ergonomics















Lockout programs
Time study
Core Team
Zero Tolerance for Injuries
Job Hazard Analysis
Safety buy-off process
NTC/union and industry awareness
Health and Safety
Skilled Trades
Metal
Product Training
CPR/First Aid
Basic Education Skills Training
WHMIS
Professional development
 A wellness program on a variety of important health
topics
 Focuses on employees, retirees, and their families
Working
 Local wellness committees comprised of management,
union, and interested employees and retirees
Toward
 Programming based on employee and retiree input
Wellness at
 Core components offered as part of each initiative:
DCCI
o On-site kick-off/launch event
o Newsletter
o Contest-based program initiatives
o Topic-specific information brochure
o Educational presentations
o Topic-specific electronic presentations
Employee and Family Assistance Programs
o Environmental support/policy suggestions
Doctor and nurses
o Local topic-specific resources
Physiotherapy
o Information on Dashboard Anywhere website
Substance Abuse Representatives
o On-site information displays
Women’s Advocates
Maritime Life Nurse Case Management Program
Obstacles?
• No Quick Fix
• One program will not do it all
• Success based on partnership with CAW and our
relationship
• Resources
• Manufacturing Facilities – Assembly Line
• Embracing the culture of Wellness
We all win
by improving the overall health
and well-being of our
DaimlerChrysler
family.
Thank You!
CAW
Windsor-Essex County Health Unit
National Quality Institute
Employees, Retirees and Families