Learn how to improve workplace morale by keeping your employees engaged, responsible, and happy.
Low employee morale can lead to many problems for organizations everywhere. Some of the problems result in hard costs, such as high turnover or poor quality of work, and some of the problems result in soft costs such as poor unit cohesion and low employee involvement. Finding and keeping new employees is extremely difficult for some sectors and companies have turned to pay increases, signing bonuses, and premium wages for overtime and weekend shifts. Even with these short-term incentives, companies cannot hire enough new workers or retain their experienced ones. We have seen and helped employers develop a committed long-term workforce by offering flexibility and predictability. This topic will help leaders concerned with their organizations employee engagement to first understand the organizational cost associated with low morale, secondly to identify if they have a problem that is intolerable, and thirdly to review some of the mitigating options companies have used to reverse the trend. Finally, you will be presented with real world examples of how organizations have improved morale and how those results have led to wide-ranging benefits for the company and their employees.
Agenda
Faculty
Frank Pereira
Coleman Consulting Group
- Has been working in workforce optimization for over 30 years and has been the Managing Partner at Coleman Consulting Group(CCG) for the last 20 years
- Is an internationally known expert on work practices and the deployment of personnel in manufacturing, food processing, utilities, and mining
- His expertise runs the gamut of workforce optimization issues, from schedule design and shift management to increasing employee satisfaction, health, morale, and performance
- Has worked with large manufacturing corporations across a variety of industries, such as MolsonCoors, Texas Instruments, BMW, Southwire, Mohawk Industries, PPG, Pella Windows & Doors, Milliken, Land O’Lakes, Merieaux Nutrisciences, Michelin Tires, and the California Department of Motor Vehicles
- Has spoken at several conferences about service level matching, capacity utilization, and change management in the manufacturing arena; recently spoke at the Reliable Plant Conference, AME Conference in Chicago, and the Society for HR Management in Las Vegas; hosts podcasts and webinars with Shiftboard and Marketscale; and has presented at several DisruptHR events in cities such as Pittsburgh, Wichita, Greenville, and San Diego
- Regularly conducts podcasts and webinars about the firm’s work with clients who are more than willing to share their positive experience in making changes to their operations with guidance from the CCG team
- Has shared his knowledge and insights in numerous publications, including Businessweek, VP Magazine, Forbes, HR Review, and the Institute of Marine Engineering, Science & Technology
- Has taught college courses in environmental science & contemporary literature at Heald Business College as well as the University of San Francisco Business School
- UN Naval Academy graduate, degree in naval architecture/engineering; attended the U.S. Navy Nuclear Power School in Orlando, FL; Surface Warfare Officers School in San Diego, CA; Master’s degree from Haas Business School, U.C. Berkeley
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