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DEARBORN - The FCSD Marketing Worklife Integration Team accepted the challenge to develop tools to support a culture of empowerment and worklife integration. The team began by looking externally at best practices in other organizations. This passionate team developed a vision statement to empower each team member to control their lives and their contributions through the use of technology and coach employee manager relationships.
Next, a survey of employees represented on the cross-department team was completed. The team developed four keys to success:
• Flexibility and Adaptation are the Rule, not the exception
• Performance is measured by results, not time in the 'office'
• Utilize technology, tools and coaching to increase awareness
• Celebrate the outcomes of improved worklife integration
A proposal was developed for approval by Mary Lou Quesnell, FCSD marketing director, and each FCSD marketing department head. During the development process, the business team worked closely with Human Resources - a key partner, supporting each individual department's worklife integration plan, and attending the kickoff meetings. The fundamentals of the process are for each department manager to first, develop their Work Life Playbook that is used to lay out the 'rules of the road' by individual departments.
Next, individual team members developed their own worklife plans and reviewed them with their manager who takes the role of enabler and coach to achieve worklife goals. Feedback is continuously sought to modify the playbook as necessary. The initiative is being tied into a focus group on the “Go Digital, Go Further” tools and individual achievements so we support each other (through the use of technology) in our worklife goals.
The feedback from employees is that these worklife integration tools are effectively providing the flexibility for individuals to contribute at their personal best, while achieving their personal goals outside of work. The organization has embraced the concepts from all levels, and this has created a positive culture shift. The organization works closer together as a team (some groups even have a buddy system to make sure all work is completed, regardless of the demand), and managers are actively engaged in using the tools. Proactive feedback has been received through the Worklife Coaches and from the management team. Both feedback reports are extremely positive.
The FCSD Marketing Worklife Integration team followed an inclusive process to develop an action plan, secure buy-in, and support an employee led shift in how the work is done. This has supported positive business results, efficiencies, record performance, and the flexibility for employees to achieve personal goals and still be measured only by results. This culture helps them support their passionate desire to continue producing record sales, profit and break through marketing tools.
The FCSD Marketing Worklife Integration Team is being recognized with Global Diversity & Inclusion Award for their drive to make a difference and be a positive force within Ford Motor Company.