DESIGN PLUS | HUMAN RESOURCES
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Leading manufacturers understand the importance
of lean production – yet many have not
fully realised the potential of HR teams
to deliver better ROI.
According to Adam
Barrett, manufacturing
HR technology specialist
at the Access Group,
industries such as engineering,
pharmaceuticals and food and
drink are counting the cost of low
workforce engagement, high staff
turnover and uninformed decisionmaking.
Writing in a free two-part
guide, he reveals that a third of HR
practitioners currently lose more
than two working days every week
due to poor collaboration between
different teams and reveals how
the 1% marginal gains theory
used by top sporting coaches
can be used to tackle some of the
core issues in manufacturing HR
departments.
The same theory was famously
used by British Cycling in 2002
after years of limited success. Six
years later, the team had seven
Olympic gold medals under its
belt, matching that haul at the 2012
Olympics and going on to win
seven Tour De France titles.
Commenting on the ndings,
Barrett says: “Improving by
1% isn’t particularly noticeable
on its own but over time, it can
lead to results that are far more
impressive and sustainable. Think
slow burn, not big bang.”
One of the biggest challenges
facing manufacturing is labour
shortages but even those who
manage to recruit must work
hard to retain staff. Engaging a
workforce made up of permanent
and seasonal staff, some of whom
will be on low wages and working
shifts, can be tricky.
Barrett adds: “The uncertainty
around Brexit has added a new
dimension to the problem, with
some rms concerned that
they won’t be able to ll roles
without a supply of EU labour,
whether because of immigration
restrictions or because people
choose not to come to the UK.
“Despite this, there are
many manufacturing rms
currently ying the ag for HR
excellence, with the likes of
Paxton launching its own learning
portal for both work and nonwork
related development and
ready meal manufacturer COOK
and its peer-to-peer nominee
rewards scheme. Achieving
best practice like this is an
ongoing process, which involves
developing clear and consistent
processes, data-led decisionmaking
and collaboration across
departments.”
Contrary to widespread
perceptions, according to
Barrett, UK manufacturing is
thriving, with the UK currently
the eighth largest industrial
nation. If current trends continue
the UK will break into the top
ve by 2021. As the industry
continues to grow, HR will have
an increasingly important role to
play.
“While some senior managers
evidently already understand
that empowering HR to make
better use of people, data is key
to addressing these issues, they
do not necessarily know where to
start,” says Barrett.
“Wholesale change is always
daunting – not least because
it tends to require signi cant
investment and buy-in – so
these books highlight the
bene t of small but continuous
improvements. Something as
simple as reviewing the way that
skills checks are conducted or
implementing a company-wide
employee engagement survey can
have a substantial impact.”
The rst book, ‘Small HR
Innovations that Make a Big
Difference: The 1% Rule’, is a look
at the latest industry thinking,
while the second, ‘Driving Change
in HR: Applying Marginal Gains
in 2019’, provides practical advice
on how HR can deliver on wider
business objectives. Both are
available on the Access group’s
website. !
Small HR Innovations Guide is:
www.theaccessgroup.com/eureka
Small HR Innovations Manufacturing Guide is:
www.theaccessgroup.com/eurekaguide
SEPTEMBER 2019 | WWW.EUREKAMAGAZINE.CO.UK 53
/eureka
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