People & Culture Leader Paul Keogh Sector Director PEOPLE - - PowerPoint PPT Presentation

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People & Culture Leader Paul Keogh Sector Director PEOPLE - - PowerPoint PPT Presentation

SOFHT PRESENTATION Emma Lister People & Culture Leader Paul Keogh Sector Director PEOPLE MAKE PLACES PEOPLE MAKE PLACES 1 ISS Classification - Restricted - External SOFHT PRESENTATION Brief / Agenda Review the changes in the work


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PEOPLE MAKE PLACES

PEOPLE MAKE PLACES

Emma Lister People & Culture Leader Paul Keogh Sector Director

SOFHT PRESENTATION

1 ISS Classification - Restricted - External

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Review the changes in the work environment faced by many employers and employees over the past months, and ongoing. Consider the impact of these changes on employee wellness and productivity, focussed within a food environment. Discuss opportunities to support now, and into the future. Obje bjectiv tives s

  • Review current ’People Status’ – considering the impacts on those furloughed, still working, working from

home, working differently, key workers, multi-site travellers etc.

  • Consider the differing challenge to front line, management, off site management, senior leaders
  • Determine the impact of initial change on these from a wellbeing perspective (stress/Direct/Exercise etc.
  • Evaluate the changes in workplaces over the past couple of months and going forward.
  • Understand the impact on conflicts, motivation levels and productivity losses, both through the workplace

Personal changes as well as Personal changes.

  • Suggestions and tips/tricks

Brief / Agenda

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  • Shielding – high risk
  • HighER risk but not shielded
  • Furloughed
  • Working Normally
  • Working More/Longer
  • Self Isolating
  • Symptomatic & Asymptomatic
  • Working From Home (newbies)
  • Site Visitors
  • Non operational management
  • Multi site travellers (Auditors/Regional Managers)
  • “KEY” workers – and the connotations therein!

User Groups

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PEOPLE MAKE PLACES

PEOPLE MAKE PLACES

User Group challenges

  • Fear – Virus/Workplace changes/Future job

security/company stability

  • Motivation – evidence of workload, access to

colleagues/data/information

  • Social interaction & Reaction
  • Timings
  • Comms methods (Teams/Skype/Zoom etc.)
  • Collaboration impacts
  • Workstation Changes (homeworker DSE / Production

line worker sneeze screens/ or Face masks/visors etc.)

  • Diet/Exercise/stress levels/anxiety/coping mechanisms
  • Downtime

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PEOPLE MAKE PLACES

PEOPLE MAKE PLACES

Changes

  • One Way systems/reduced entrances/new PPE/ closed

canteens/tea rooms/closed offices

  • Changed workstations – safety implications/speed or

productivity restrictions/output requirements

  • Social interaction / collaboration / problem solving /

general congeniality

  • Loneliness / isolation / fear / wellbeing impacts

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PEOPLE MAKE PLACES

PEOPLE MAKE PLACES

Productivity Flashpoints 1

  • throughout
  • Loss of critical skills through absence
  • Workplace adjustments slowing down the process
  • Inability to communicate effectively through digital

media

  • Forced collaboration vs spontaneous problem solving
  • Negativity regarding dynamic agility

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PEOPLE MAKE PLACES

Productivity Flashpoints 2 – as we all return…

  • I've had these great ideas whilst shielding,

lets get to it…

  • You’ve got a great suntan, nice holiday?
  • Return from absence full of enthusiasm Vs

I've been working longer hours than usual

  • Senior managers couldn’t care less –

where have they been since March

  • I've had the virus so I'm alright mate,

come sit with me

  • These rules are just to prevent us doing what

we do best

  • Oh, we are key workers, are we? Prove It…

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Partnership approach

  • A study by Protecting.co.uk tells us that 30% of

employees would be willing to quit their job if workplaces are not made Covid-19 “safe” and 40% won’t return unless appropriate PPE is provided.

  • The health and safety of employees is the most

important aspect of any workplace.

  • Partnering HSEQ with People & Culture has

enabled us to focus on ensuring employees working in these extraordinary times are kept safe whilst using tools already at our disposal to bring people back after prolonged periods

  • f time.
  • This has resulted in good communication and

support for all employees within the business SOFHT PRESENTATION

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  • Using our onboarding

journey means that we can consider and recognise where we need to focus our time for employees returning to work

  • Adapting tools already

in place ensures that we don’t reinvent the wheel while challenging

  • urselves to adapt to an

ever-changing situation

Using the Onboarding Journey

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  • Recognise employees may be nervous

about returning to their work environment

  • People having being in furlough may

feel that they have more control over their environment and the virus

  • Returning to work may make them feel
  • ut of control, especially if they have to

use public transport etc.

  • Recognise employees who have worked

throughout may find it difficult to have furloughed employees returning to work

  • They could be resentful of employees

who have had ‘a rest’ from work

  • They could be nervous about more

people coming back into the workplace

Before Day One

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Discuss the ‘new normal’

  • The workplace may be very different
  • Reassure employees that measures have been taken to keep them safe
  • Talk returning employees through the expectations when they return to the

workplace (send photos/videos if possible).

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  • On the employee’s first day back

ensure

  • PPE is available and properly

explained

  • Discuss any changes to

normal working i.e. one way systems, restricted areas etc.

  • The employee is up to date

with any training requirements

  • Consider using a buddy

system to help them understand the changes

  • Check in with employees at the end
  • f their first day to ensure that

they’re ok and don’t have any questions or concerns.

Day One

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  • We don’t know at the moment

how long this is going to last, so keep thinking about

  • H&S requirements
  • Not letting complacency creep in
  • Keeping relationships healthy

First 3 Months and Beyond

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PEOPLE MAKE PLACES

PEOPLE MAKE PLACES

Tips, Tricks & Resources

  • There is a wealth of information available – but some of it is conflicting!!
  • Use reputable sources / industry bodies / recognised sources
  • Suggestions….
  • SOFHT Websites & Briefings (obviously ☺)
  • https://www.iwfm.org.uk/
  • https://www.ifst.org/
  • www.cieh.org
  • https://www.cipd.co.uk/
  • https://www.hrgrapevine.com/

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  • Sou

Source Healthy-working.com White Paper July 2021

Healthy-working.com

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  • Fi

Five ve Way Ways To To Su Support t You Your Occupants ts

  • COVID-19 has accelerated workplace trends that were already
  • underway. By doubling down on health, safety and well-being,

facility leaders can shape positive human experiences in the post- COVID-19 workplace. Following are five ways forward:

  • Sa

Safe feguard co colla laborative are

  • areas. Make collaboration areas accessible

with spatial distancing. This could mean removing chairs from a conference room, still allowing people to meet but with fewer shared surfaces. If you offer food services, take other measures, like replacing buffets with carry-out kiosks and spreading out tables — including outside, ideally. Increase the amount of collaboration but in shorter, more focussed chunks of time and include ALL levels

  • f employees in them
  • Mak

ake it t eas asy y for

  • r pe

peop

  • ple

le to to mov

  • ve aro

around sa safe fely

  • ly. It’s natural, but no

longer healthy, for people to cluster around points of entry elevators, rest areas. Reduce crowds and save people time by managing entry during peak hours. Changing shift start times may impact on hourly productivity but may maintain it through longer running

  • Su

Support t healt health wi with th cl clear co communic icatio

  • tions. Nurture a safe culture

with thoughtful communications and signage, whether you’re reminding employees to distance in the lobby or sanitize their

  • hands. Champion individual wellness where possible. For example,

to reduce crowding in an elevator, save lines, and support physical fitness all in one go, make signs nudging people to take the stairs. (Did you know you can burn 1.2 calories per step?)

  • De

Deplo ploy co connective ive te tech chnolo logy y th thro roughout t th the facili

  • ility. People may

want to be in the office for all-hands meetings, but the fact is that’s not likely to happen for a while. The next normal will be a blend of physical presence and online meetings. One way to help: add videoconferencing screens in the lobby, so folks working from home might enjoy casual encounters with those on site, too ; great for the social interactions that many thrive on

  • Pl

Plan for

  • r healt

healthier, mor

  • re exp

xperientia ial l wor workpla laces.

  • s. From WELL

Building standards that promote health and wellness, to embracing a workspace that blurs the lines between work and leisure, today’s workforce craves unique, positive experiences. Collaborative spaces will still be possible in a post-COVID world–they just may need to include wider aisles and broader staircases.

Adapted IFMA white paper – Peter Ankersterne

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Summary

  • Various User Groups, some overlapping, all present

a range of productivity challenges

  • Identify them, address them individually…

find what works

  • Various Changes – some overlapping –

many will present new challenges

  • Adopt a People first, then H&S, then

Operational, then Commercial flow process to addressing issues

  • Be Aware of different challenges within user

groups

  • Use a re-induction technique and increase

ALL employee comms through as many media types as possible

  • This is evolving and will continue to do so
  • Focus on the fact that the one constant is

change! Openly discuss and encourage suggestions/improvements that previously wouldn’t have been feasible

  • Be available

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PEOPLE MAKE PLACES

PEOPLE MAKE PLACES

THANK YOU

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