Carris Reels
Your Beautiful, Valuable Culture
1
David Fitz-Gerald CFO, Carris Reels Proctor, VT
Session Description
• • • • • • • • •
Working definition of culture How it affects the senses (Relics) Story telling Through the ages (Family Owned to Employee Owned) Different generations (Workforce Task Force) Across the miles (Centralized/Decentralized) Exercise #1 – Wheel of Fortune Exercise #2 – Your Relics Exercise #3 – Your Culture is Showing 3
Introduction to Carris Reels Carris Reels
Headquartered in Vermont Founded in 1951 by Henry Carris Bill Carris, his son took over in 1980 Manufactures packaging for wire/cable Grown to 610 employees across the USA, Mexico and Canada ESOP formed in 1995 Majority owned in 2005
100% employee-owned in 2008
“Carris is weird” – notable ESOP expert
ESOP Company of the Year
Culture Definition
The sum of attitudes, beliefs, and customs that distinguishes one group of people from another.
Relics
•
Culture is transmitted, through language, material objects, ritual, institutions, and art, from one generation to the next.
“Once upon a time…”
Imagery and Symbolism
Family owned
In the past the best words to describe us
“get the wood out” They must describe us still…
warm
fuzzy
Helping each other win
food
charitable 14
Open books
Employee-ownership month
what are the relics at your company?
BREAKOUT SESSION – 10 MINUTES
A recent conversation with a new site manager “Before I came to Carris Reels I worked at a lot of different companies in different industries. What you have here with the Carris culture is very special and hard to achieve.” • “Is it valuable like an asset is valuable?” • “It’s extremely valuable and it gives us a competitive advantage” •
Who is responsible for developing this valuable, intangible asset known as a strong
“Ownership Culture?”
we all are
How do we know if we’re going a good job?
Employee Surveys Measures culture • Measures the effectiveness of our Leadership Development Program •
For more information attend: “Using Surveys to Improve Your Ownership Culture” During Concurrent Sessions 7 at 1:30 this afternoon
Galien, Michigan Plant
decentralized
DECENTRALIZATION •
1 CULTURE WE SHARE AS A COMPANY
•
8 CULTURES ARE “Site Specific” • Each McDonalds Restaurant is the same. • Each Carris Reels site is very different.
MULTIGENERATIONAL WORKFORCE TASK FORCE
Multi-Generation Workforce Task Force: A Study Group 7 people / 3 in their 20’s • 6 summer Tuesday’s together •
Final report pending… • Final meeting of study group with senior management team forthcoming •
Charter •
A multi-generational workforce task force will get together to study diversity from the standpoint of age and years of service. The task force will study and discuss ways in which generation gap issues can be addressed, reduced, eliminated and/or mitigated. The task force will not have any powers or responsibilities beyond making recommendations for consideration by management and/or the corporate steering committee
Multi Generation
Workforce Task Force
2015
Kids These Days “Children today are tyrants. They contradict their parents, gobble their food and tyrannize their teachers.” Socrates, approximately 400 BC •
From “Retiring the Generation GAP” by Jennifer J. Deal, Ph.D.
50’s
60’s
’30’s & 40’s
80’s 10’s
70’s 00’s 90’s
Each generation communicates very differently
Research shows We value the same things 1) Family 2) RESPECT 3) Trustworthy leadership 4) Attitude towards change 5) Job loyalty 6) Development 7) Feedback C R O S S G E N E R AT I O N A L DISCOVERIES
STRATEGIC PLANNING
Culture Goals: What we will have achieved ?
Employee owners will have a great understanding of the ESOP & ownership culture early in their employment • Surveys will result in a complete turnaround regarding our communication • Employee owners will be more involved with the company / greater participation • Leadership developed across many levels •
Culture Goals: Measurable outcomes
Revise corporate orientation materials and add modifications at each of the sites • Adhere to orientation schedule 60/90/180 days • Establish ownership enhancement committees for all sites • Ownership enhancement committees recruit employee owners from their sites to attend ESOP conferences and corporate meetings •
“Excuse Me…”
your Culture is showing
Who’s Wearing Something With the Company LOGO
your Culture is showing
Your Culture is Showing • • • • • • •
It’s on your shirt It’s on the walls at your company It’s on your website It’s in the way you tell the company story It’s in the way you follow your traditions It’s who we are It’s what we do
WHAT’S IT ALL FOR?
1
David Fitz-Gerald CFO, Carris Reels Proctor, VT
Session Description
• • • • • • • • •
Working definition of culture How it affects the senses (Relics) Story telling Through the ages (Family Owned to Employee Owned) Different generations (Workforce Task Force) Across the miles (Centralized/Decentralized) Exercise #1 – Wheel of Fortune Exercise #2 – Your Relics Exercise #3 – Your Culture is Showing 3
Introduction to Carris Reels Carris Reels
Headquartered in Vermont Founded in 1951 by Henry Carris Bill Carris, his son took over in 1980 Manufactures packaging for wire/cable Grown to 610 employees across the USA, Mexico and Canada ESOP formed in 1995 Majority owned in 2005
100% employee-owned in 2008
“Carris is weird” – notable ESOP expert
ESOP Company of the Year
Culture Definition
The sum of attitudes, beliefs, and customs that distinguishes one group of people from another.
Relics
•
Culture is transmitted, through language, material objects, ritual, institutions, and art, from one generation to the next.
“Once upon a time…”
Imagery and Symbolism
Family owned
In the past the best words to describe us
“get the wood out” They must describe us still…
warm
fuzzy
Helping each other win
food
charitable 14
Open books
Employee-ownership month
what are the relics at your company?
BREAKOUT SESSION – 10 MINUTES
A recent conversation with a new site manager “Before I came to Carris Reels I worked at a lot of different companies in different industries. What you have here with the Carris culture is very special and hard to achieve.” • “Is it valuable like an asset is valuable?” • “It’s extremely valuable and it gives us a competitive advantage” •
Who is responsible for developing this valuable, intangible asset known as a strong
“Ownership Culture?”
we all are
How do we know if we’re going a good job?
Employee Surveys Measures culture • Measures the effectiveness of our Leadership Development Program •
For more information attend: “Using Surveys to Improve Your Ownership Culture” During Concurrent Sessions 7 at 1:30 this afternoon
Galien, Michigan Plant
decentralized
DECENTRALIZATION •
1 CULTURE WE SHARE AS A COMPANY
•
8 CULTURES ARE “Site Specific” • Each McDonalds Restaurant is the same. • Each Carris Reels site is very different.
MULTIGENERATIONAL WORKFORCE TASK FORCE
Multi-Generation Workforce Task Force: A Study Group 7 people / 3 in their 20’s • 6 summer Tuesday’s together •
Final report pending… • Final meeting of study group with senior management team forthcoming •
Charter •
A multi-generational workforce task force will get together to study diversity from the standpoint of age and years of service. The task force will study and discuss ways in which generation gap issues can be addressed, reduced, eliminated and/or mitigated. The task force will not have any powers or responsibilities beyond making recommendations for consideration by management and/or the corporate steering committee
Multi Generation
Workforce Task Force
2015
Kids These Days “Children today are tyrants. They contradict their parents, gobble their food and tyrannize their teachers.” Socrates, approximately 400 BC •
From “Retiring the Generation GAP” by Jennifer J. Deal, Ph.D.
50’s
60’s
’30’s & 40’s
80’s 10’s
70’s 00’s 90’s
Each generation communicates very differently
Research shows We value the same things 1) Family 2) RESPECT 3) Trustworthy leadership 4) Attitude towards change 5) Job loyalty 6) Development 7) Feedback C R O S S G E N E R AT I O N A L DISCOVERIES
STRATEGIC PLANNING
Culture Goals: What we will have achieved ?
Employee owners will have a great understanding of the ESOP & ownership culture early in their employment • Surveys will result in a complete turnaround regarding our communication • Employee owners will be more involved with the company / greater participation • Leadership developed across many levels •
Culture Goals: Measurable outcomes
Revise corporate orientation materials and add modifications at each of the sites • Adhere to orientation schedule 60/90/180 days • Establish ownership enhancement committees for all sites • Ownership enhancement committees recruit employee owners from their sites to attend ESOP conferences and corporate meetings •
“Excuse Me…”
your Culture is showing
Who’s Wearing Something With the Company LOGO
your Culture is showing
Your Culture is Showing • • • • • • •
It’s on your shirt It’s on the walls at your company It’s on your website It’s in the way you tell the company story It’s in the way you follow your traditions It’s who we are It’s what we do
WHAT’S IT ALL FOR?
