Transcript Corning Corporate Blue PowerPoint Template

ADR in the New Workplace: Raising the
Bar on Employment Dispute Resolution
Harry Jonas, Ph.D.
Manager, Organization Effectiveness
April 27th, 2007
Agenda
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Corning Background
Corning Values
Drivers of Employee Engagement
Employee Engagement Strategies
Summary
Corning Incorporated
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Corning Incorporated
Founded:
1851
Headquarters:
Corning, New York
Employees:
Approximately 26,000
worldwide
2006 Revenues:
$5.17 Billion
Corning Incorporated
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Who We Are
• World leader in specialty glass
and ceramics.
• We create and make keystone
components that enable hightechnology systems for consumer
electronics, mobile emissions
control, telecommunications and
life sciences
• We succeed through sustained
investment in R&D, over 150
years of materials science and
process engineering knowledge,
and a distinctive collaborative
culture.
Display
Technologies
Environmental
Technologies
Telecommunications
Life
Sciences
Corning Incorporated
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A Culture of Innovation
Glass envelope
for Thomas
Edison’s light
bulb
1879
Processes for
mass producing
the television bulb
1947
1915
Heatresistant
Pyrex®
glass
1972
Ceramic substrates
for automotive
catalytic converters
1970
1984
First low-loss
optical fiber
LCD glass for
computers and
flat panel TVs
Corning Incorporated
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Awards
• Four time National Medal of
Technology winner
• Malcolm Baldrige National Quality
Award, Corning Optical Fiber in 1995
• Multiple Winner: Catalyst Award
• Consistently one of FORTUNE
magazine’s most admired companies
• “Top/Best” company lists for Forbes,
Working Mother, Industry Week,
ComputerWorld, Black Collegiate,
Automotive Industry, Best for IT
Corning Incorporated
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“Don’t look back…something might be gaining on you.”
(Satchel Paige)
Corning Incorporated
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Corning Values
Our values are the historic strength of our company, guide our
every move and continue to set us apart from other companies.
– Quality
– Integrity
– Performance
– Leadership
– Innovation
– Independence
– The Individual
Corning Incorporated
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Integrity Value
Definition:
• Integrity is the foundation of Corning’s reputation. We have
earned the respect and trust of people around the world
through more than a century of behavior that is honest,
decent, and fair. Such behavior must continue to
characterize all our relationships, both inside and outside the
Corning network.
Behaviors:
• Act honestly and ethically in all relationships.
• Treat others with trust and mutual respect.
• Share thoughts, feelings, and information to make correct business
decisions.
Corning Incorporated
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Individual Value Definition
Definition:
• We know that in the end the commitment and contribution of all our
employees will determine our success. Corning believes in the
fundamental dignity of the individual. Our network consists of a rich
mixture of people of diverse nationality, race, gender, and opinion, and
this diversity will continue to be a source of our strength. We value the
unique ability of each individual to contribute, and we intend that every
employee shall have the opportunity to participate fully, to grow
professionally, and to develop to his or her highest potential.
Behaviors:
• Values diversity in backgrounds, styles, and opinions of others.
• Takes responsibility for own development.
• Encourages the full contributions of colleagues and co-workers.
• Takes responsibility to help create a safe and organized work
environment.
Corning Incorporated
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Values Deployment Risks
• Definition Risk
– Failure to provide specific behavioral guidance that reflects the
Values
• Integration Risk
– Key policies and processes do not incorporate the Values
• Alignment Risk
– Absence of mechanism(s) to correct behaviors inconsistent
with the Values
• Sustainability Risk
– Failure to enforce accountability for living the Values (drives
dilution over time)
Source: Corporate Leadership Council: Engaging the Work Force (2003)
Corning Incorporated
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Obvious Example of Deployment Risks
Our Values
Communication
We have an obligation to communicate. Here, we take the time to talk with one
another… and to listen. We believe that information is meant to move and that
information moves people.
Respect
We treat others as we would like to be treated ourselves. We do not tolerate abusive
or disrespectful treatment.
Integrity
We work with customers and prospects openly, honestly and sincerely. When we say
we will do something, we will do it; when we say we cannot or will not do
something, then we won’t do it.
Excellence
We are satisfied with nothing less than the very best in everything we do. We will
continue to raise the bar for everyone. The great fun here will be for all of us to
discover just how good we can really be.
more
Corning Incorporated
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Key Drivers of Employee Engagement
How satisfied are you with the
recognition you receive for doing a
good job?
I am given a real opportunity to
improve my skills in this company.
How satisfied are you with your
involvement in decisions that affect
your work?
Employee
Engagement
Index*
In my work group employees are
treated with dignity and respect,
regardless of their background.
*Results of Stepwise multiple regression (R2 = .65)
• *Engagement index = overall satisfaction, feeling valued
• Items listed in descending order of contribution to overall variance
Corning Incorporated
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Selected Employee Engagement Strategies
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Partnership (late 1980’s)
GoalSharing (early 1990’s)
iDMAIC (early 2000’s)
Values Toolkit (coming)
Corning Incorporated
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Partnership
• U.S. Manufacturing-driven
(response to Asian competition)
– Primarily in Unionrepresented facilities
• High Performance Work Systems
framework
– Socio-Technical Systems
work redesign
• Led to new factory design
principles and processes still in
use today
• Branched out beyond
manufacturing to salaried
professional groups
Steering
Committee
& Direction
Organization
Awareness &
Support
Evaluation
& Renewal
Strategy
& Leadership
Organizational
Improvement
Implementation
Plan for
Implementation
Corning Incorporated
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GoalSharing
• Largest variable pay
program within the
company; all levels
• Based on principles of
reward sharing and broadbased business education
• Balanced scorecard of goal
categories (quality, cost,
service)
• Peer managers (not top
management) review plans
annually based on rigorous
criteria
• Annual payout ranges from
$20MM to $40MM
Corning Incorporated
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iDMAIC
• Personalized approach to Six
Sigma process improvement
• All employees encouraged to
improve own work processes
by applying Six Sigma tools
• Simple steps to implement
improvements – minimum of
bureaucracy
• Accelerates knowledge sharing
across the company
• Employees in some divisions
link completed projects to cash
and non-cash reward systems
Corning Incorporated
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Values Toolkit
• Response to accelerated
globalization
• Objective to equip
managers with options for
corporate Values
education (focus on twoway communication, reallife scenarios, and
leadership modeling)
• Best interventions use
combination of “top-down/
bottoms up” approach)
Corning Incorporated
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Summary: Characteristics of the New Workplace*
Emphasis on eliciting engagement, knowledge and ideas of
employees
Decentralization of decision-making, downward location of
discretion
Task flexibility for employees
No expectation of long-term employment
*Katherine Stone
Corning Incorporated
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THANK YOU!