3. Marvin Crooks JAR, JTR, LTC, GMS Co-Chair Saginaw Metal Casting Operations UAW Local 668

4. Saginaw Metal Casting Operations

5. People Employment 101 Salaried employees 530 Hourly employees 490 UAW 40 IAM 4 Union Representation UAW Local 668 IAM Local 2839 Union Representation UAW Local 668 IAM Local 2839

6. Providing Constructive Performance Feedback Course No. 37111

7. Group Leader & Team Leader Presentation

8. Developmental Feedback Purpose This tool should be used to:  Provide feedback to Team Leaders and Team Members on roles & responsibilities and competencies.  Develop individual training plans.  GMS Compliance  Timing Roll-out to Team Leaders in September Roll-out to Team Members in October 7

9. Prior to providing & receiving feedback:  Review & capture your thoughts on the Feedback form  Review with your area leader  Keep in mind Developmental Feedback should be formally documented & managed with confidentiality While providing & receiving feedback:  Be prepared  Allow adequate time and setting  Initiate discussion with review of roles & responsibilities and competencies  Be candid & constructive  Ask if any clarification is needed After providing feedback:  Obtain signatures  Document any agreed upon developmental opportunities on the back page  Photocopy the back page only and forward the copy to the Training Department  Maintain the Feedback form in the department in a secure area Process Overview 8

10. Step 1: Create a trusting environment Step 2: Understand the performance gap Step 3: Discuss the performance gap Step 4: Close the performance gap Steps to Provide Constructive Feedback 9

11.  Without feedback, employees could be doing exceptional work but focused on the wrong objectives Feedback helps to build a team member’s confidence Feedback keeps all team members focused on the right objectives Even solid and exceptional performers need to know they are appreciated Providing feedback to all employees raises the level of performance of the entire organization Why is it important to give feedback to solid performers? 10

12. Types of Constructive Performance Feedback 11 Prescriptive Collaborative Corrective Developmental Reinforcing Marginal Performers Solid Performers Exceptional Performers Different Approaches for Different Performers The purpose of all feedback is to raise the level of performance for all employees

13. Types of PerformerType of Feedback Marginal Performer Corrective Feedback Candid, constructive feedback to correct performance and/or deficiencies Solid Performer Development Feedback Candid, constructive feedback to enhance performance and capability Exceptional Performer Reinforcing Feedback Candid, constructive feedback to maximize performance and potential Create a Trusting Environment for Candid, Constructive Feedback Recognize contribution Keep confidences Respect individual personalities and cultures Demonstrate integrity – ensure your words and behaviors are consistent Focus on most important business results and behaviors Before Feedback – Understand the Performance Gap or Opportunity Do your homework BEFORE the feedback session Ensure goals and performance expectations have been clearly communicated Identify observable data and recent examples of performance Think HARD about restrainers and enables that may be impacting performance Have a course of action developed, but be prepared to adapt it based on input from recipient Ensure the right setting During Feedback – Address the Performance Gap Describe the desired performance/expected results Identify the performance gap and possible detracting behaviors – link feedback to expected results and behaviors Listen to understand – consider their perspective Mutually develop an action plan with shared goals/objectives After Feedback – Close the Performance Gap Provide required resources Support with necessary training/development Eliminate organizational barriers Monitor results and follow up Work continuously to build a trusting environment Recognize success Action Steps When receiving feedback – be open, think about the opportunity for improvement Address performance situations early – don’t wait – misdirected behavior only becomes habit over time Be aware of recipient’s frame of mind – existing pressures, life circumstances, culture, etc. Avoid distractions/interruptions Allow for reaction time – forced decisions seldom generate superior results Maintain focus on specific performance issues – don’t waste time on issues that cannot be controlled Be candid, but constructive – positive sustained improvement is the objective Don’t filter input based on preconceived opinions or biases Don’t speak in code or be vague Conduct performance discussions regularly – not just when there is a problem Recognize exceptional performance immediately – excellence will become the norm Feedback Hints GM Learning Classroom Courses Providing Candid, Constructive Performance Feedback (#27989) 8 hours E-Learning Professional Assertiveness (#24845) 3 hours Essential Guide to Giving Feedback (#25830) 2 hours Giving Feedback to Colleagues (#25832) 4 hours Harvard ManageMentor Feedback Essentials CAP Website Resources CAP Mid year Review Module Lominger Competency & e-Sort Cards Additional Resources SUMMARY 12 Types of Feedback

14. Summary  Recognize the three different approaches to performance feedback: Corrective:What they will stop doing. Developmental:What they could improve. Reinforcing:What they did well and expect them to continue to do well.  Use the four-step process to conduct candid constructive performance feedback: Create a trusting environment Understand the performance gap/opportunity Address the performance gap Close the performance gap 13

15. Leadership is responsible for driving performance in the organization… But in the end… Performance is up to the employee 14

16. NWG Presentation

17. Why is it important to give feedback to solid performers?  Without feedback, employees could be doing exceptional work but focused on the wrong objectives  Feedback helps to build a team member’s confidence  Feedback keeps all team members focused on the right objectives  Even solid and exceptional performers need to know they are appreciated  Provides an opportunity for employee to have feedback into next years training plan  Providing feedback to all employees raises the level of performance of the entire organization 16

18. Team Member Developmental Feedback Purpose This tool should be used to:  Provide feedback to Team Members on SPQRCE, Roles & Responsibilities and Competencies.  Develop individual training plans as they relate to job performance and input in the plant master training plan.  GMS Compliance. PI-6, GMS Requirement Other plants have completed this requirement Feedback to be given annually  Timing Roll-out to Team Members week of October 1 Completion date October 31 17

19. Expectations  After the Group Leader provides the feedback: They will obtain signatures from the Team Members Document any agreed upon job related developmental opportunities on the back page Photocopy and forward the entire form to the Training Department Maintain the original Feedback form in the department in a secure area 18

20. Leadership is responsible for driving performance in the organization… But in the end… Performance is up to the employee 19

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23. Group Leader comments positively on opportunities observed Team Leader or Member has ability to comment on feedback. Team Leader/Member is given opportunity to identify training needs current and future All sheets are returned if they do not have all proper signatures 22

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29. Matt Sterk Apprentice Chairman Fort Wayne Assembly UAW Local 2209

30. UAW Local 2209 Fort Wayne Assembly Annual Skilled Trades Needs Analysis Process

31. Requirement: Each Group Leader reviews the training options and needs with each team member Once each year – during the month of October Expectation: The feedback process is intended to identify opportunities within the organization for training and improvement opportunities Team Member Group Leader Skilled Trades Needs Analysis Communication Process FORT WAYNE ASSEMBLY SHAREPOINT START BY OPENING THE FORT WAYNE ASSEMBLY SHAREPOINT HOME PAGE

32. Circle the forms of waste this activity will highlight, reduce, or eliminate. I. Background II. Proposal To: All Shift Leaders From: PI Basket Weave III. Total Effect IV. Future Steps Date: 6-11-13 GMS Principle: PI STD BIQ SLT CI GMS Element: ______Qualified People_____________ Circle the GMS Principle and write in the Element Name this activity supports C OMMW IP CORRECTION OVER MATERIAL MOTION WAITING INVENTORY PROCESSING PRODUCTION MOVEMENT TM GL Skilled Trades Needs Analysis Annual Skilled Trades Needs Analysis Process (on line surveys) has been improved and is ready for entering 2016 data. Improvements to the system will allow for better data analysis and planning for 2017 training plans. Beginning the week of October 1, 2016, the Needs Analysis Process is to be conducted with the Team Member utilizing the new format that is accessible through the FWA SharePoint site (see screen shot below for location). Once these are complete, the Training Department will review the total data with the individual departments. All surveys to be conducted, complete and submitted electronically by October 31, 3016. The Needs Analysis Process for Team Members are to be conducted and complete by October 31, 2016. Data from the surveys will then be tabulated and shared with Plant Leadership, Area Managers and Technical Shift Leaders. Training data to be reviewed and considered as a part of the 2017 TDPP – Training and Development Planning Process. Communication Process 31

33. On the Fort Wayne Assembly SharePoint Site, click on the Link labeled Skilled Trades Needs Analysis Communication Process

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35. Skilled Trades Needs Analysis ~ Live Demo ~Live Demo 34

36. Reporting Skilled Trades Needs Analysis Reporting Functions 35

37. Skilled Trades Needs Analysis Reporting ~ Live Demo ~Live Demo 36

38. Joe Barker UAW Local 2209 JTR joe.barker@gm.com 260-673-2191 Matt Sterk UAW Local 2209 Apprentice Chair matthew.sterk@gm.com 260-673-2427 Questions……. Tom Dugan GM JTR thomas.dugan@gm.com 260-673-2478 Mike Lintz FWA IT (Innovations Team) mike.lintz@gm.com 260-673-2156

39. Steve Tucker JAR/JTR Marion Stamping UAW Local 977

40. Where We Were…  Scantron Forms Forms are EXPENSIVE! Very constrained on appearance and flexibility All forms had to be originals – No photocopies Reports were hard to compile & output wasn’t user friendly  Manual Distribution & Collection Make packets for each Group Leader Distribute packets to each Business Unit Collect packets from each Business Unit Tabulate results 39

41. Cover Letter 40  “What” is this…  “Who” is it for…  “Why” is this important…  “How” should they proceed…  “When” is the deadline…

42. Scantron Forms 41 Unique form for every job classification Unique options for every job classification AND Results in having more than 30 different surveys! Packets of surveys had to be manually compiled and distributed to every Group Leader, THEN every Group Leader had to distribute them, collect them, and turn them in

43. Survey Says… 42

44. The “Name” field was optional All hand-written fields had to be “deciphered” and tallied by hand, then typed into MS Office AND If circles weren’t filled in properly, scanning didn’t work Results… AND 43

45. Output… 44 Hand-written responses required lots of manual tabulation and entry

46. Output…  Neat & professional appearance Shows percentage of surveys returned As well as the percentage of responses for each choice  Looks great, right??? We didn’t get a 58% response rate (more like 30%) These percentages are based on the number of people that answered these questions! 45

47. Output…  Manually added number of responses  Manually figured response percentage  One page of results for each job classification No numbers, just percentages Not arranged in a logical order 46

48. And Then There Was Light… 47

49. SharePoint Needs Analysis  Started by using Fort Wayne as an example  Added functionality Includes all employees Includes all types of training  Demographic information is automatically included  Should be completed when the employee evaluation is completed  Output is much more “user friendly” now 48

50. “Advertising”  No more cover letters  Replaced with “ads” in the Marion Press  Contains similar information  Next year, I will add a Key 4 endorsement 49

51. Let’s Begin… Employees can access the survey from the plant’s SharePoint homepage or… 50

52. Let’s Begin… … Or from the Training Department’s SharePoint page 51

53. The Form  The top of the form contains: Description & Contact Info Demographic information Safety Questions 52

54. The Form Next, there are:  Instructions  Options that apply to all employees  Open field area 53

55. The Form As you scroll down, each classification has:  A unique drop-down that pertains to their job tasks  The ability to pick their top 3 needs  Open field area 54

56. There are sections for:  Production Employees Team Members Team Leaders Materials Drivers Die Setters & Crane Operators Salvage Technicians  Skilled Trades Employees Diemakers Die Welders Blank Developers Stationary Engineers Truck Repairmen Electricians Pipefitters Millwright-Welders Machine Repairmen  UAW Appointees & Elected Officials  Salary/Contract Employees Production & Materials G/L’s Diemaker G/L’s Maintenance G/L’s Quality G/L’s & Reliability Engineers Engineers & IT Personnel Executive Staff & Office Personnel 55

57. Saving your responses… 56

58.  Scroll down to find the correct file  Click on icon Collecting the Data…  Click on “Libraries” on left side of SharePoint page 57

59. Collecting the Data…  Click on “List”  Three Main Options Export to Excel Customize Form Modify View/Create Column 58

60. Export to Excel…  View all responses  Sort & filter responses  Demographic Data is automatically included 59

61. Modify View & Create Column…  Allows additional fields to be added  Allows re-ordering of fields  Allows fields to be changed 60

62. Customize Form…  Allows for customization of the “look” of the form in MS InfoPath  Be sure to “Save & Publish” when finished 61

63. Wrapping It Up… 62  Long-term goal is to incorporate this procedure into the Employee Evaluation process  Results are reported in a manner that is easy to read & manipulate  End result is a comprehensive list of training needs that provide the subcommittees with the information they need to decide what training specific employees need Questions?