Page 1

Engagement Model Hourly Standard Work Playbook


Training Centers


Onboarding Process Hourly DESCRIPTION: Process of welcoming and integration new hourly employees, to promote engagement to the Lear Culture and job position.

IMPLEMENTATION STEPS

• • • • • •

• • • •

Orientation Program Manual is available and up to date with latest Company information Instruction guidelines with training content and timing for topics is available and up to date Meeting room available to impart the Orientation Program content Only certified instructors are allowed to impart the Program contents All new hires must take the Orientation Program before they are assigned to the Training Center Training evaluation to be performed at the end of the Program

EMPLOYEE BENEFITS Clear understanding of Lear Profile Integration to Lear’s culture and work team Understand clearly career path and growth opportunities Clear explanation of job position

• • • •

LEAR BENEFITS Open communication between employee and Lear Initial preparation to job position An informed employee is a convinced employee Promote sense of belonging since the beginning

LESSONS LEARNED • • • •

By having this Program the employee will understand what Lear is. An employee not informed is an unproductive employee. This program is an investment instead of a waste for Lear. It’s a differentiator compared with competitors to retain talent since day one.


Training Center DESCRIPTION: Before being assigned to production floor, new hourly employees go through a specific standardized training program in a controlled environment. During this process, new hires obtain knowledge and the right set of skills to perform operation correctly.

IMPLEMENTATION STEPS

• • • • • • •

• • • •

Assign a space with necessary equipment for on boarding Assign a controlled space separated from production floor to simulate manufacturing process Identify Basic Operations in production floor for on the job training At least 80% learning curve must be certified before new hire goes to production floor Assure the proper amount of trainers to support new hires at production floor Training manual for theoretical-practical training program available and up to date Certification process and flexibility chart in place

EMPLOYEE BENEFITS Personalized attention during on boarding and training process Better and rapidly integrated employees to their functions and teams Soften learning curve to avoid negative impact in performance (safety/quality/efficiency) Rapid engagement to the organization

LEAR BENEFITS • Helps to improve retention • Employee learns methods-tools-sequence correctly • More flexible employees certified in diverse operations • Better relationships between Supervisors, Group Leaders and new hires

LESSONS LEARNED • • • •

Well trained employees are more competitive Direct relation between skills-training-learning curve-trust-engagement Contributes to a better performance of new hired employees in their work area Catalyze the integration of employee into the Operations environment.


Welcome New Hires to their work area-Hourly DESCRIPTION: Integration is critical for a healthy work environment; by welcoming new hires Lear promotes trust and confidence, it enables them to know their work team and to make clear the job position expectation.

IMPLEMENTATION STEPS • • • •

Assure that supervisor is trained on Supervisor Decalogue New hires are taken to the area where they will be assigned Supervisor welcomes the new hires and introduces them to the group leader and teammates The new hire is assigned to the work station to begin with the job position and performance expectation

EMPLOYEE BENEFITS • Employee increases confidence • Ease of transition from training to production • Decrease of “bullying” by existing employees to new hire • New hires know what area they will be going to • Better reception by team members and group leaders

• • • •

LEAR BENEFITS • Better retention • Faster and smoother integration to the Lear culture • Promote sense of belonging since the beginning • Open communication between employee and Lear

LESSONS LEARNED Need to insure that before the activity, the work team is aware of expectations New hires are less anxious and fearful of the working area with this practice Other employees in the working area have a better perception of the new hires, they see them as help The involvement and ownership of the supervisors is key to employee retention


New Hires follow up Hourly DESCRIPTION: Knowing the integration progress is key to understand the employee’s learning curve advance, ensure the employee is receiving the proper support to perform the job and to know it has felt getting into the Lear’s culture.

• • • • • •

IMPLEMENTATION STEPS Ensure that “1-60 days program” questionnaire is available Identify the persons (Trainer/GPS) who will be executing the “1-60 days program” Train these identified persons in the program execution Once the questionnaire is applied, the information is delivered to the process owner Actions plan is put together to address the situations reported by interviewed employees which could arise and be an adverse condition to their wellness and their proper integration to the company Refresh and align leaders (Ops & HR) as owners of processes which revolve around new employees

EMPLOYEE BENEFITS • New employees feel head and promptly attended. • New employees are protected regarding those factors which they didn´t realize at the beginning it could become in an unsatisfactory condition for them. • The problems or issues reported are quickly addressed and resolved

LEAR BENEFITS • Develop leader´s awareness related of caring new employee • It promotes an effective and specific caring culture towards new hourly employees • Stimulate an open communication flow with new employees • It increases job satisfaction and retention

LESSONS LEARNED • Operation Leaders involvement as main sponsors is key for the program success • Follow up new hires improves retention • It makes their integration faster and smoother


Supervisor: the owner of Engagement


Leadership Training (LLM-CALE-LGA) DESCRIPTION: In order to strengthen the Lear Leadership Model and to provide the right supervision and Group Leaders tools, Lear Leadership Training Programs were designed with three specific and competitive programs: LLM, CALE and LGA.

IMPLEMENTATION STEPS • LLM (Lear Leadership Model). It is a leadership program directed to every new hired salary employee, contains three pillars and 18 behaviors to be followed by all employees. It has to be scheduled at least once a year. • CALE (Action Competencies for Successful Leadership). Aligned to the Leadership Model, training consists of 14 competencies that all supervisors must practice. It has to be scheduled to calendar milestone • LGA (Group Leaders in Action). Leadership program focused on the engagement tools, problem solving and teamwork that must be mastered by every manufacture Group Leader. All leaders must be trained to calendar milestone

EMPLOYEE BENEFITS • Supervisors and Group Leaders understand the importance of their role in order to retain and better engage their people • The Competencies provide the right set of skills to be more conscious of their leadership role for Engagement • This training program helps Supervisors to feel more engaged to the Company’s vision • • • •

• • • • • •

LEAR BENEFITS Talent Development Provide tools needed to improve performance Maintain a good working environment by well staff managing Promotes commitment Personnel retention New Mindset: Increased accountability for people retention & improvement of action plans

LESSONS LEARNED Importance of direct communication between leader-employee Immediate feedback More engaged employees Supervisor verifies that he has the right set of people among his/her team


One on One Meetings (Supervisor-Operator) DESCRIPTION: A Supervisor selects an operator randomly to perform a one on one meeting at the production floor in order to receive feedback about key areas related to: Working Conditions, Employee Services, Labor Relations and Leadership among others.

• • •

IMPLEMENTATION STEPS Define proper area in production floor to assemble the interview Supervisor schedules daily meetings with at least one operator Leader communicates objective and methodology to his employees before starting with the process Supervisor prepares a set of questions to receive direct feedback on key areas related to: Working Conditions, Employee Services, Labor Relations and Leadership among others. The employee is selected randomly by Supervisor Supervisor holds meeting with the employee, taking notes during interview (15-20 mins) Supervisor closes meeting, thanking employee for their input and defines action plans

• • • • • •

EMPLOYEE BENEFITS Confidentiality of conversations Easy access to management levels Open and direct communication Employee feels listened to Employee feels motivated His/her opinion is taken into account

• • • • • •

LESSONS LEARNED Importance of direct communication between leader-employee Immediate feedback Leader directly listens to issues and suggestions “Grasp the facts” Supervisors get more sensitized with employees’ needs More engaged employees that feel their opinion counts Supervisor verifies whether he has the right set of people among his/her team

• • • •

LEAR BENEFITS • Improve communication across the organization • Creates an open door culture • Increase employee trust and participation • Quick problem solving thanks to employees’ opinions and suggestions • Leaders get results the right way and improve performance


Supervisor & group leader SPAN of Control DESCRIPTION: The proper manpower ratio enables the Leaders to manage their resources in a better way, which allows them to support Customer demand and achieve Operational Excellence results.

IMPLEMENTATION STEPS • Plant staff members to determine the proper manpower ratio between Operators vs. Group leader and Group Leaders vs. Supervisor according to the manning • Monitor the adherence to Span of Control • Actions plan to be put together to address the manning variation against the Span of Control • Plant Staff members to review the plan and make sure the actions are implemented and closed

EMPLOYEE BENEFITS

LEAR BENEFITS

• Better communication between supervisors, group leaders and general employees. • Greater balance in workloads. • Reduce the work pressure. • Increase the effectiveness of people development.

• • • •

Better administration by Leaders Increases Operationality Improves competitiveness Improves interaction between departments

LESSONS LEARNED • • • •

Promote relationship between Supervisors-leader and operators for solving problems. Supervisors and group leaders get more sensitized with employees’ needs Supervisors have more control to develop their teams talent Promotes a better interaction between departments


Compensation and Benefits


Competitiveness Tabulator DESCRIPTION: Lear Competitiveness is key to maintain the manpower stability and retention. To achieve this, compensation and benefits data is to be compared within the region where we operate to determine Lear’s position versus competitors and execute proactive actions according to the Corporate Compensations and Benefits Guidelines.

IMPLEMENTATION STEPS

• Information is compared within the region to determine Lear’s position versus competitors. • Execute proactive actions according to the Corporate Compensations and Benefits Guidelines. • In periods of contract revisions or annual increases, the research mentioned above is the baseline for their salary increase projection. • This process must be previously budgeted and approved by the Finance Department in each Plant/Region.

EMPLOYEE BENEFITS

LEAR BENEFITS • • • •

• • • •

Competitive remuneration Competitive benefits Job stability Career Plan

• • • • •

LESSONS LEARNED Being competitive facilitates contract negotiations Obtaining reliable sources of information is complicated To improve source reliability it is necessary to hire third parties to get proactive information If Lear is well positioned in the market, certainty and stability are generated among employees Certainty and stability promote retention

Improve retention/stability Competitiveness vs market Flexible manpower Reach for Greatness positive impact


Categories mix & optimal compensation Hourly DESCRIPTION: Once a month, promotions committee meets to review the candidates for promotions (Direct/Indirect employees) and keep the standardized distribution curve according to Plant budget.

• • • • • • • • •

IMPLEMENTATION STEPS Integration of committee (Finance, Operations and Human Resources) Frequency of the meeting will depend of Plant necessities (at least once a month) Career path metrics and compensation tabulator up to date Review the salaries distribution curve against budget and identify number of promotions available Put together a list of candidates to be promoted Select the employees to be promoted according to budget Provide the list of selected employees to Finance to proceed with salary increase Communicate the employee with a letter about the promotion HR Manager is the trigger of the process and administer the information EMPLOYEE BENEFITS

• Transparency on promotions process • Clear development Opportunities • Better compensation

LEAR BENEFITS • • • •

Increase employee trust Retention improvement Positive impact on Lear’s Performance Creates a growth culture and sense of professional development

LESSONS LEARNED • Well paid employees generates stability and stays with Company • Shield employee against outside market • A transparent and well performed process promotes employee trust and loyalty to the Company • Makes Lear more competitive


Productivity Bonus DESCRIPTION:

The purpose of this program is to promote teamwork and active employee participation to get operational excellence results (retention, efficiency, quality and innovation). Once a month, a winner is selected according to best in class results and recognize them with a bonus by Plant Manager.

Picture centered, excellent color quality and sharpness

Picture centered, excellent color quality and sharpness

Picture centered, excellent color quality and sharpness

IMPLEMENTATION STEPS • • • • •

Productivity program guidelines are explained to the team along with the weekly goals Perfect attendance is required to earn the weekly bonus Define Operational excellence goals (retention, efficiency, quality and innovation) Goals are updated on monthly basis, and signed off by the plant’s staff Bonus amount is defined by region and division

EMPLOYEE BENEFITS • • • •

Improvement team work and environment Employee feels motivated Employees get additional income Sense of belonging

LEAR BENEFITS • Helps the plant to achieve Operational excellence results • Employees have a clear understanding of their goals and objectives • Contributes to improve retention

LESSONS LEARNED • Communication between service departments and Production areas is favored • Employees are empowered by the results of their work area • Daily communication of results vs. goals is required to motivate the team and maintain the team focused


Attendance Bonus DESCRIPTION: To reach operational excellence results employee must show up on time every day. To obtain this additional weekly bonus employee has to have perfect attendance and punctuality.

Picture centered, excellent color quality and sharpness

• • • •

• • • •

Picture centered, excellent color quality and sharpness

Picture centered, excellent color quality and sharpness

IMPLEMENTATION STEPS Management to define bonus amount and eligibility rules (100% of attendance & punctuality) Define a procedure to control, register and validate the employee´s attendance Negotiate with Union and integrate the weekly attendance bonus in the Union Contract Communicate the benefit to employees as an advantage and competitive differentiator

EMPLOYEE BENEFITS Receives immediate recognition Generate a favorable precedent of their performance Eligibility to other benefits and opportunities Confidence of path career aspirations

LEAR BENEFITS • Competitive benefit package • Stimulate discipline and order • Contributes to achieve the Operational excellent results

LESSONS LEARNED • • • •

Having this bonus enables Lear to be more competitive and viewed as employer of choice A higher income contributes to achieve the Operational excellent results Facilitates follow up to the career path and promotion process (talent pull) A recognized employee is an engaged employee


Work Environment


Employee Engagement Survey and action plan DESCRIPTION: To separate from our competition and Reach 4 Greatness. Leaders must focus on engagement by attracting, retaining and developing talent for the future. Lear has developed a tool to measure the engagement level in the Organization by applying the engagement survey at least once a year to all employees at every level.

IMPLEMENTATION STEPS • • • • • • • •

Ensure that third party company performs the survey Schedule dates of implementation at each facility and designate divisional champion Schedule supplier if implementing paper survey Assign the proper area for the Hourly employees to complete the survey. HR communicates objective and methodology to employees. Results from third party company are sent to divisional champion to be published Actions plan to be put together to address the adverse work conditions-situations Monthly reviews of action plans to ensure adherence to process EMPLOYEE BENEFITS

LEAR BENEFITS

• Communicate any adverse work conditionsituation without being exposed • Direct feedback to Management in regards of Leadership • Issues are addressed properly through an Action Plan

• Direct feedback about Lear Engagement Model • Ability to address potential issues reported by employees • Listen to the voice of the employee

LESSONS LEARNED • Clearly identifies leadership opportunities • When Employee is involved in actions plan execution, it contributes to demonstrate that their opinion counts • Actions plan adherence and ‘before-after’ communication have positive impact on future results


Quick Survey Stations DESCRIPTION: The main purpose of this best practice is to obtain quick and accurate feedback directly from employees in a short period of time (No more than 24 hrs.). It is a user-friendly computer system that allows to survey any topic of interest for HR and/or Operations.

• • • • •

• • • •

IMPLEMENTATION STEPS Define proper area in production floor to install the quick survey station (iPhone/ Phone booth). Survey Station is installed – Touch screen with badge scanner for friendly usage HR communicates objective and methodology to employees. HR prepares a set of surveys for feedback on key areas related to: Employee Services (Cafeteria, restrooms, transportation.) Labor Relations and Leadership among others. Employee scans badge for identification, then completes any survey available.

EMPLOYEE BENEFITS Employee can provide feedback on different topics Employees feel free to express their opinions confidentially Employee feels satisfied by knowing their opinions count. Employees needs are addressed

LEAR BENEFITS • Listen to the voice of the employee • Quick measurement of employee satisfaction • The system provides a detailed and fashionable report in a short period of time • Efficient and reliable results with less human resources. • Action plan developed according to people’s needs

LESSONS LEARNED • Quick and constant feedback from employees on several topics. • Friendly user system allows employees to submit feedback in few minutes • Accurate information that allows HR to plan on meeting gaps, make needed changes and/or see how work environment is developing.


Birthday And Social Events DESCRIPTION: Under the concept that emotion drives engagement, it is important to promote an environment of enjoyment. Social events, birthday celebrations among other activities are scheduled during the year to ensure enjoyment atmosphere in the Organization.

IMPLEMENTATION STEPS • • • • • •

Design annual events calendar. Monthly reviews vs forecast and operations dates. Select gift and place requisition through purchasing department. Monthly review of the employees to celebrate and schedule the visit to their workstation. All events are communicated via internal communication media. Once the event took place, internal bulletin is posted with pictures and relevant information.

EMPLOYEE BENEFITS

• • • •

LEAR BENEFITS

Employee feels motivated and appreciated Sense of belonging. Stress relief in an outside environment. Employees have the opportunity to attend local popular places sponsored by the Company.

• • • •

Motivated employees that give better results. Retention improvement Absenteeism Reduction New talent attraction

LESSONS LEARNED • • • •

A motivated and recognized employee is an engaged employee. Birthday celebrations promote a healthy work environment. Allow the employees’ families to know what they do every day. Improves Lear’s image.


Labor Relations Committee to Enhance Engagement DESCRIPTION: Labor Relations Committee main purpose is to keep the stability of labor relationship; it is integrated by Human Resources and Labor Relations representatives to ensure the correct application of internal labor regulations and address labor issues to prevent any conflict.

• • • • •

• • • •

• • • • •

IMPLEMENTATION STEPS Define a representative for each plant Weekly meeting scheduled in Outlook for all year. Meeting agenda must be established based on the following topics: Labor Lawsuit, Labor Issues, City labor environment, Community, MANEPOS follow up, Labor authority inspections. Development a training program for HR labor members to keep them updated regarding labor law, initiatives, collective contract, working rules and labor relations topics. Each member is responsible to provide follow up to topics of the meeting and guidance about labor situations EMPLOYEE BENEFITS Sensitive HR department and close to employee. Labor environment without collective conflicts. Follow up to GL and Supervisors to ensure correct treatment to employees. Correct Management of disciplinary actions with respect and empathy.

LEAR BENEFITS Share best labor practices between plants. Creates an open door culture Involvement of employees in community. Strongest labor relations teams through plants. Correct management of internal working rules and corrective actions. • Identified MANEPOS at GL and Supervisor Level. • • • • •

LESSONS LEARNED Importance of detect MANEPOS at GL and Supervisor level. Difference of criteria in management of disciplinary actions. Need of continues training to HR teams regarding legal, collective contract and labor relation topics. Attention to employee and follow up on their need avoid collective conflicts. Share situations on different


Community Service DESCRIPTION: Create a service, support and participation culture between employees about community programs that are planned and leaded by Lear with the active participation of the employees, getting a high and important presence in the community where we do business.

Picture centered, excellent color quality and sharpness

• • • • •

Picture centered, excellent color quality and sharpness

IMPLEMENTATION STEPS Each plant must have a community committee formed by hourly and salary employees. Each plant must have an annual community plan with at least 4 volunteering activities in the year. Set up as target the participation of 100% of the employees in United Way with their contributions. Set up as target the 80% of resources allocation to the different community programs. Each plant must have a board dedicated to the community activities in order to inform to all employees about resources allocation. Labor Relation area must review and monitor in a monthly basis the results of the community program. EMPLOYEE BENEFITS

• • • • •

Picture centered, excellent color quality and sharpness

LEAR BENEFITS

Satisfaction to support their community. Increase their commitment with the community. Be an actor instead of a viewer. Be aware about the problems in the community. Develop a belonginess feel

• Recognized as a company committed with the community and society.(Employer of choice) • Contributes to improve retention • Culture of service, support and participation between employees and community.

LESSONS LEARNED • Active participation of employees from different areas favors the integration • Employees involvement stimulates awareness of the community and society needs and it contributes to improve retention


Recognition


Production Line of the Month DESCRIPTION: The purpose of this program is to promote teamwork and active employee participation to get operational excellence results (retention, efficiency, quality and innovation). Once a month, a Production Line winner is selected and recognized according to best in class results

IMPLEMENTATION STEPS • • • • • •

Monthly Operational excellence goals are established by Plant Staff Management Program guidelines are explained to the employees along with the weekly goals Weekly meeting are held with Production lines to review performance against goals When month is over the results are compared to the established goals to choose the winner Line The winner Line is recognized in a special ceremony Recognition present is defined by region and division

EMPLOYEE BENEFITS • Improvement team work and environment • Employee feels motivated • Employees get additional recognition than Productivity bonus • Sense of belonging

LEAR BENEFITS • Helps the plant to achieve Operational excellence results • Employees have a clear understanding of their goals and objectives • Contributes to improve retention

LESSONS LEARNED • Communication between service departments and Production areas is favored • Employees are empowered by the results of their work area • Daily communication of results vs. goals is required to motivate the team and maintain the team focused


Employee of the Month DESCRIPTION: This program is to recognize the employee contribution to reach operational excellence results through Leadership behaviors, Lear values and Reach 4 Greatness.

Picture centered, excellent color quality and sharpness

• • • • •

Picture centered, excellent color quality and sharpness

Picture centered, excellent color quality and sharpness

IMPLEMENTATION STEPS Each area manager or department leader will nominate a candidate using the established format. Voting is done based on the contribution of each employee The employee of the month is awarded at the monthly communication meeting or at a special ceremony The reasons why this award is given are mentioned while giving the recognition to the employee The employee is given a plaque or diploma and a gift, which is defined by region and division Employee’s picture is published in the Honor Roll

EMPLOYEE BENEFITS • Employees feel confident and recognized • Program stimulates commitment to continue focusing on improving performance • A feeling of loyalty, well-being, and security is generated among employees

• • • •

LEAR BENEFITS Healthy work environment An atmosphere of credibility and gratitude towards the company More focus, efficiency and productivity of employees Encourage other employees to get involved and give more of themselves

LESSONS LEARNED • This process should be as transparent as possible to ensure credibility among employees • A process not focused or taken improperly could have the opposite effect • Special attention must be paid to follow the procedure, and to be consistent with it.


Seniority Awards DESCRIPTION: This award is given by Lear once a year to recognize the employee loyalty to the company. All employees that accomplish 5, 10, 15 and so forth on every 5 years of seniority.

IMPLEMENTATION STEPS • • • • • •

Yearly organized in December Employees that have reached 5, 10, 15, 20, 25 years of service during the current year are selected Identify amount of employees per seniority and gender Diplomas and recognition presents are defined by region and division A special ceremony is scheduled The recognition award event is conducted by the Staff management

EMPLOYEE BENEFITS • • • •

LEAR BENEFITS

Receive an award due to his seniority every five years. Employee recognition Contributes to generate sense of belonging Higher employee expertise

• • • •

Contributes to improve retention Motivated employees Operational and labor stability Contributes to reach operational excellence results

LESSONS LEARNED • Appreciated and recognized employees contribute to maintain operational excellence results • Higher expertise contributes with Operational and labor stability • Promotes loyalty to work in the Company for long periods of time.


Perfect Attendance DESCRIPTION: Employees with yearly perfect attendance are recognized in a event where they receive a gift. This award applies for Hourly Direct personnel only.

• • • • • •

IMPLEMENTATION STEPS At the end of the year, the perfect attendance report is downloaded from Kronos system. The perfect attendance list provides the selected employees. Event date and location is scheduled and selected employees are invited. The event is conducted by Plant leadership where a diploma and a Lear special gift is given to employees as recognition Special gift is defined by region and division Photos of the event are published on screens and information boards

EMPLOYEE BENEFITS •

• • •

LEAR BENEFITS

They receive appreciation and recognition for their perfect attendance Increases the sense of belonging Employee feels motivated Perfect attendance is considered for internal Promotion process

• Improves retention • Inspire other employees • Contributes to consolidate Lear Culture based on our core values • Promotes operational excellence results

LESSONS LEARNED • Appreciated and recognized employees contribute to maintain operational excellence results • Higher expertise contributes to Company results and labor stability • Promotes loyalty to work in the Company for long periods of time.


Communication


Communication Bulletins DESCRIPTION: Internal communication is extremely important to keep informed the Lear community and engage the employee with Company’s condition, such as Performance, recognition, social events, what’s going on, important leadership messages, corporate announcements and what is next.

• • • • • • • •

• • • •

IMPLEMENTATION STEPS Identify a design committee inside HR Team Identify a leader per plant that collects all the information Define a calendar where dead lines to publish information are set Identify an editor or reviewer of content relevance and drafting Create an electronic version Define the viability of a printed version based on Budget Deploy magazine across the division and key stakeholders Place key information on communication boards EMPLOYEE BENEFITS Employees with more information and sensibility in regards of what is happening in the Company and other plants or divisions Increase sense of belonging Contributes to generate a healthy working environment Contributes to improve employees' engagement

LEAR BENEFITS • Deploy key information among employees that supports the business strategy • Improve communication across plants and divisions • Contributes to consolidate Lear Culture based on our core values • Helps to generate empathy across employees

LESSONS LEARNED • A well informed employee promotes empathy with the Company • Keep employees informed creates certainty to Company’s future and labor future • By using the right media the information reaches all employee levels, departments, region and division


Round Tables Plant Manager/Management DESCRIPTION: Plant Manager meets at least once every month with a mixed group of employees to identify opportunity areas that potentially cause employee disengagement. During the meeting Plant Manager takes note, recognizes participants and action plan is developed to close issues found.

Picture centered, excellent color quality and sharpness

Picture centered, excellent color quality and sharpness

Picture centered, excellent color quality and sharpness

IMPLEMENTATION STEPS • • • • • • •

Monthly meeting (1hr) is scheduled in Plant Manager Outlook through the year Prepare a meeting room with complementary snacks Plant Manager must impact 25-30% of Plant Headcount throughout the year Plant Manager meets with a mixed group of employees from different areas and seniority This conversation is carried by Plant Manager and invited employees only Plant Manager begins the meeting with team presentation and communicates meeting objectives Plant Manager uses a standardized questionnaire with three key questions: Q1: What do you like the most about working at Lear? Q2: What are the actions that disengage you in your work? Q3: What would you do to improve engagement/employee satisfaction at your plant? • Plant Manager must take notes and implement/communicate immediate actions • At the end Plant Manager thanks everyone, group photo is taken and delivered to each employee.

EMPLOYEE BENEFITS • • • •

LEAR BENEFITS

Employees feels listened and integrated Open communication with management More proactivity in finding and addressing issues My opinions count and I feel recognized

• • • •

Employees feel more engaged and satisfied Improvement ideas are proactively received Identify hidden opportunity areas Identify what engages and disengages employee, to maximize efforts and resources

LESSONS LEARNED • • • •

Open door policy promotes open and direct communication with management Constant and direct feedback from employees is better than waiting for satisfaction survey results Friendly tool that allows employees to submit feedback in a few minutes in a trustworthy environment Accurate information that allows Plant Manager to plan accordingly specific action to improve employee morale and engagement faster • Plant Manager is measuring how their leadership is engaging or disengaging employees


Monthly Communication Meetings DESCRIPTION: Plant Manager schedules a Monthly Communication Meeting for all employees, to present relevant and high impact information, such as safety, performance, new projects, visits, recognition, events and what is next.

IMPLEMENTATION STEPS • Define proper area to conduct the meeting • Plant Manager schedules monthly meeting in calendar so every employee is aware • Management team will participate in the meeting to present relevant and high impact information, such as safety, performance, new projects, visits, recognition, events and what is next. • The meeting should be dynamic with short videos of different subjects (quality, teamwork, engagement, etc.) • The suggested meeting duration to maintain employees’ attention, should be no longer than 1 hour. • Minute, attendance list and proper evidence required

EMPLOYEE BENEFITS

• Is properly informed • Understanding what happened, what is going on and what is next. • Keep focus on goals to meet results • Feels engaged and motivated

• • • • • •

LEAR BENEFITS • Effective communication across the organization • Increased trust and participation • Leaders get results the right way and improve performance • Strengthen teamwork

LESSONS LEARNED Communication as an alignment tool to keep the team on track Informed employees avoid speculation Importance of direct communication within the organization Employees more sensitized with performance and expectations Employees acknowledge their contribution to the organization An informed employee is an engaged and competitive employee


Quick Interviews in Production Floor DESCRIPTION: At least once a week, Manager randomly selects a production floor employee to hold a one on one meeting in order to receive direct feedback on key areas related to: Working Conditions, Employee Services, Labor Relations and Leadership among others.

• • •

IMPLEMENTATION STEPS Define proper area in production floor to assemble the interview Leader schedules meetings twice a week in Outlook Leader communicates objective and methodology to his employees before starting with the process Manager prepares a set of questions to receive direct feedback on key areas related to: Working Conditions, Employee Services, Labor Relations and Leadership among others. The employee is selected randomly by Manager Manager holds meeting with the employee, taking notes during interview (15-20 mins) Manager closes meeting, thanking employee for their input and defines action plans

• • • • •

EMPLOYEE BENEFITS Easy access to management levels Open and direct communication Employee feels listened to Employee feels motivated His/her opinion is taken into account

• • • • • •

LESSONS LEARNED Importance of direct communication between leader-employee Immediate feedback Leader directly listens to issues and suggestions “Grasp the facts” Supervisors get more sensitized with employees’ needs More engaged employees that feel their opinion counts Supervisor verifies whether he has the right set of people among his/her team

• • • •

LEAR BENEFITS • Improve communication across the organization • Creates an open door culture • Increase employee trust and participation • Quick problem solving thanks to employees’ opinions and suggestions • Leaders get results the right way and improve performance


Employee Services


Counseling & Social work DESCRIPTION:

For Lear the labor relationship goes beyond supporting the employee to do the job during the work shift; for this reason, it is approached to employees who request psychological attention, orientation and canalize to different Government Institutions to receive the professional service and attention.

• • • • • •

IMPLEMENTATION STEPS Assign a proper area for psychological attention and orientation Adapt with adequate space to assist in different situations, where the employees can arrive and obtain the service Select a champion for planning and supervision of the department Deploy into the plant the services offered by this department so employees are able to approach Practitioners of Psychology and Social Work for attentions can be incorporated to provide the proper service Attend, orient and/or canalize employees to Government Institution as necessary EMPLOYEE BENEFITS

• • • • • •

Free psychological attention-orientation Ease canalize to Government Institutions Facilitate in multiple procedures and services Personalized attention Doubts clarification Employee develops a sense of belonging

• • • • • •

LEAR BENEFITS Improves retention Contributes to operational excellence results Improved work environment and team work Differentiator against competitors Improves Lear image Contributes to reduce the absenteeism

LESSONS LEARNED • Lear represents a place where employee can be heard and helped emotionally • An employee that is truly care beyond the labor relationship is a loyal, motivated and stable employee • Contributes to liaise with Universities and Government Institutions


Medical service, cafeteria and transportation DESCRIPTION: The Employee Services are strategical to achieve the satisfaction mainly in three key aspects, such as Cafeteria, Medical and Transportation, according to the employee direct engagement feedback.

IMPLEMENTATION STEPS • Assign a proper area for medical attention and orientation • Adapt with adequate space to assist in different situations, where the employees can arrive and obtain the service • Ensure that cafeteria has the proper equipment and environment for employees to receive a Quality service

• • • • •

• • • • • •

EMPLOYEE BENEFITS Sense of belonging Good work environment (employee stability, comfort place to rest) Employees Safe traveling to home Family inclusion Quality and professional medical attention to employee and family members with no cost.

• • • • •

LEAR BENEFITS Employee retention Operations performance; Stability Lear branding; Good place to work Community positioning Employee engagement

LESSONS LEARNED Employees value when we care for them and family, and increased loyalty. Live Lear Core Values. Mayor understand of employee’s needs Foster a great place to work Integration of work teams Lear promotes a safe and healthy life


Human Resources Mobile Module DESCRIPTION: This activity was created in order for HR to keep direct contact with employees in the Production floor. An HR representative makes frequent rounds a day through production floor with cart equipped with a lap top, printer and HR formats-info, to provide employee with different services as Savings fund loans, Vacations, Permits, Work reference letters, Badge replacements, among others.

• • • • •

• • • •

IMPLEMENTATION STEPS Design the module/cart according to Lear Branding guidelines Equip the module / cart with a laptop with Lear server connectivity to access and print proper documents Define best Plant tour routes to cover every production floor area Assign a HR representative who will be in charge of the HR Mobile Communicate the HR Mobile service schedule and routes to all employees

EMPLOYEE BENEFITS Personalized attention in the work area Employees get HR services in a faster manner. Easy access to HR services – open door policy Employee does not walk away from his operation

• • • •

LEAR BENEFITS Lear branding among employees – HR advocates for employee satisfaction Avoid downtime in production floor Improvement in discipline controls HR presence in production floor

LESSONS LEARNED • HR presence in production floor providing immediate service will help decrease downtime • The employee will experience personalized attention in their work area, avoiding them to walk away from his operation into HR Offices • Discipline controls will improve due to having an easy access to HR services • Open door policy promoted


Clean and organized work station and common areas DESCRIPTION: Lear is committed to provide a clean, organized and safe work environment to promote the employee feel comfortable and more productive.

• • • • • •

• • • • •

IMPLEMENTATION STEPS Design a 5s’ check list per area with main requirements managed by EHSS. 5s’ Audits are performed and leaded by EHSS Actions plan to be put together to follow up findings that compromise safety, organization and cleanliness. A third party may be sourced for cleaning services of Offices and common areas. A cleaning schedule is to be defined so all areas are covered at the end of the shift. Working areas cleanliness and organization are responsibility of Supervisors

EMPLOYEE BENEFITS Feels safe and comfortable Create sense of belonging Promotes a cleanliness and safety is first culture Awareness to carry over this conduct to the community Reduce the risk of incidents and accidents

LEAR BENEFITS • Contributes to improve safety metrics (incidents & accidents) • Clean and safe work place environment. • Positive Image towards community. • Contributes to achieve operational excellence results. • Government regulation compliance

LESSONS LEARNED • • • • •

A clean and organized work station is a safe work station Differentiator between Lear and the competitors. Critical to detect and prevent unhealthy and unsafe conditions Key to ensure Government regulation compliance It creates an environment in which people can improve performance and productivity in a orderly work space


Talent Development


Career plan and growth DESCRIPTION: Attract, retain and develop talent is critical to maintain a growth environment and labor stability, for this reason, Lear has designed and implemented a process that clearly explains the employee Career path in the Organization.

Picture centered, excellent color quality and sharpness

• • • • • • •

• • • •

• • • • •

Picture centered, excellent color quality and sharpness

Picture centered, excellent color quality and sharpness

IMPLEMENTATION STEPS Design a catalog with job positions and/or hourly levels, define proper categories and mixes Establish the requirements that each job position needs to meet according to wage level. Define training plan that needs to be accomplished according to job position or growth level Establish wage ranges according to level/position Link growth/mobility between levels and job positions (Pert diagram) Define the amount of occupants in each position/level (distribution curve) Communicate and start up project

EMPLOYEE BENEFITS Employee knows their growth plan as soon as hired Employee knows that courses and trainings that must be complete to grow in the company Increase in multi-ability of employee Possibility for employees to direct their development plan towards expertise areas

LEAR BENEFITS • Employee knows their growth plan as soon as hired • Training plan accomplishment • Ease to establish succession plans • Improves reinforcement in promotions process • Improves retention

LESSONS LEARNED Adequate administration of the internal promotion process Monitoring and control of the wage distribution curve Indirect benefit to Operations Certification program More engaged employees with Lear Increased percentages of multi-ability per plant


Certification and Multifunctional Expertise DESCRIPTION: A multifunctional and well skilled manpower impacts directly the operational performance. Based on this, a certification process must be implemented according to Customer and Production requirements to achieve Operational excellence results.

IMPLEMENTATION STEPS

• Identify the Basic and/or Low Complexity operations where the employees will be trained • Provide training to direct personnel in the following cases: New hired employees, engineering change, modification of equipment or tools, customer complain, multi-ability • Document the certified operation and update the Flexibility Chart of employee and/or Skill Matrix • Employee receives a certification badge • Train the employee in the next Complexity level operation

EMPLOYEE BENEFITS

• • • •

Increase in multi-ability of employee Employee Certifications-Recognition Economic compensation growth Growth opportunities through career plan

LEAR BENEFITS • Contributes to operational excellence results • Compliance to the Customer Specific Requirements • Higher expertise • Labor and operational stability

LESSONS LEARNED • The training process must be designed to meet the Customer Specific Requirements • A multi-skilled employee is a higher expert, which impacts directly the operational excellence results • A recognized and motivated employee stimulates high performance standard


Adult education programs DESCRIPTION: Education enables the employee to potentialize their competencies for better job opportunities and prepare the Lear talent for the future. Due to this, Lear sponsors employee education programs through tuition and bring to the Company school services such as: Elementary, Junior High, High School.

Picture centered, excellent color quality and sharpness

Picture centered, excellent color quality and sharpness

Picture centered, excellent color quality and sharpness

IMPLEMENTATION STEPS • Partnership with government programs for elementary to high school level • Ensure the logistic and infrastructure available to implement the Program • Liaise with universities to facilitate scholarships for Lear employees and develop key programs for Lear’s processes. • Promote the Program with the employees • Application form to be filled by the candidate, whether for scholarships or Government Programs • Forms are reviewed and approved by Training department aligned to Talent Review Process. • Review the selected employees list against budget to define amount of scholarships EMPLOYEE BENEFITS

LEAR BENEFITS

• Support to continue with education with no cost and within Lear’s facilities • Increase growth opportunities for career plan and talent development. • Labor Stability • Employee recognition

• • • •

High employee’s engagement level Improves retention and work environment. Better talent for future Promotes Lear image

LESSONS LEARNED • Scholarship assign needs to be aligned to Talent Review Process, focusing mainly on High Potentials, Promotable, Critical Professionals. • Review Talking Points and career plans before approving a scholarship • Contributes to keep the Talent pipeline fulfilled


Internal open positions Communication DESCRIPTION: In order to promote a labor equity environment, it is important to show the employee that Lear has the potential to provide learning and growth opportunities. For this purpose, when a position is open, it must be communicated internally to give Lear talent the first opportunity to apply overall external talent and enhance internal Promotability Performance.

IMPLEMENTATION STEPS • • • • • •

• • • •

Standardize communication format Define the recruitment process before open position is communicated Information must be approved by Talent Acquisition Manager Open positions must be communicated by plant recruiters using the standardized format Email, communication boards, flyers can be used as aid to communicate Interested employees must apply through HR department

EMPLOYEE BENEFITS Employee increases confidence in the process of opportunities equity Employee confirms Lear offers a wide range of opportunities for development Career path Employee feels motivated

LEAR BENEFITS • Improves retention • Reduce cost of external hiring • Reduce recruitment lead-time and training time • Higher expertise manpower

LESSONS LEARNED • When Open position information is opened to employees, they get more engaged • Internal recruitment is the best way to demonstrate Lear is committed with talent development • Internal opportunities invite employees to continue their education and a high performance standard


Engagement Model

Hourly Standard Work Engagement Model  
Hourly Standard Work Engagement Model  
Advertisement