How can production and HR teams collaborate effectively?

HR can play a vital role in follow: 1. know the correct need and recruit right fit. 2. provide a detail orientation plan and follow it until the recruitment is autonomous in the process. 3. launch career path and training developments plan for the recruit and follow with the line manager. 4. make sure work on the motivation part with the project and future careers.

In my role at PepsiCo, I've seen firsthand the importance of aligning production and HR teams. It's about blending efficiency-focused production strategies with HR's emphasis on people management. Using data science, we can better understand workforce dynamics, leading to optimized scheduling and improved employee well-being. Regular cross-departmental meetings are vital to sharing challenges and goals, ensuring both productivity and a positive workplace culture making our facility not only efficient but also a great place to work.

It’s been my experience that HR typically sets goals & KPIs for production based on information and data they receive from other key players. But there’s almost ALWAYS a severe disconnection between these 2 entities. If HR really wants to know what their production workers want/need, and they truly want to offer the best employee experience for white AND blue collar employees, they need to listen to them directly. Not decipher the “information and data” they receive. Listen.

In my opinion, collaboration between production and HR functions is utmost important. They can have many common objectives and goals. I am listing few below which are must to have in my opinion. 1. People development and succession planning of critical positions 2. Rewards and recognition 3. Celebrations on factory events 4. Annual Production planning. Yes it is important. 5. Budget planning of employment Head in OPEX

For organizational success. Establishing clear communication channels is essential. Regular meetings, joint workshops, and cross-functional training sessions can foster understanding between the teams. HR can play a crucial role by aligning recruitment, training, and employee development programs with production needs. In turn, production teams should provide insights on skill requirements and workforce planning. Implementing a feedback mechanism and utilizing project management tools can streamline processes. By fostering a culture of mutual respect and understanding of each other's goals, production and HR teams can collaborate seamlessly, driving efficiency and overall organizational success.

This is one extremely important area on this topic. Many times, HR and Production leadership may disagree. That is normal and should be considered healthy. In this case, each side must discuss together openly and come to an agreement between the two "before" this topic is discussed outside of this specific group. Being aligned and together on important topics must happen for a company to be successful.

One thing I found helpful is having rules of engagement before hand, like any partnership there will be diverging and converging views on certain issues or items. If these rules of engagement are set based on. Mutual agreement and clear understanding of overall vision and direction, making decisions, brain storming, doing reflections on what worked and did not would be easier.

Make sense , but I see it depends on how much experienced they are specially from HR side , also willingness to collaborate in constructive ways , otherwise it will be a disaster for business so collaboration in taking decisions will be converted to interferes leads to disengaged and non developed talents .

It is helpful to both when HR actively seeks the employees input on process or procedure as opposed to functioning as the local “complaint department “. This information can do wonders towards not only streamlining the production processes, but increases employees worth and buy in on changes made.

I think for effective collaboration, Production and HR teams should focus on key areas like hiring, termination, appraisals, promotions, and maximizing growth from the current staff in production. They should avoid daily catch-ups to prevent time wastage, instead opting for concise weekly meetings of about half an hour or so.. By aligning their efforts towards the company’s mission and objectives, both teams shall work together to achieve optimal results towards the success of the Company.

One thing is very important for operations which in involving of resources at every stage of operations from ground zero to ensure they rely upon the project manager and also payment to them on timely basis will definitely increase the production and performance of the individual

One thing I find it helpful working together in identifying their knowledge and skills gaps needed to achieve success. Be willing to invest on enacted values than espoused. HR teams always strive for impartially in collaboration when handling concens related to production team members at all levels. Every engagement should focus on ensuring excellence in strategic objectives execution. Competitiveness and team excellence can enhance productivity if well collaborative approach is administered by both teams towards goal alignment to the business vision.

As more and more systems are introduced to the shop floor and paper forms are replaced by tablets, the skills necessary to thrive are changing every day. It’s critical that HR, Production, Engineering, OT and IT stay on the same page for the skills necessary to take advantage of the new tools. Future operators and techs will do more thinking and analyzing and less lifting and pushing of buttons.

If a staff is not valued and have been working really hard without any bonus pay he/ she is naturally going to fall back in their efforts to make the job more rewarding.. This can be a very toxic environment for them haven’t had a bonus or pay rise to show their appreciation or being valued and other staffs are being favoured then naturally you loose a good staff and will seek job elsewhere where they are more valued . Every company is different but you will have to be more careful with your management style, so your employees can respect your work and respect you , without you being authoritative and dominant over them, as you will be demonstrating superiority over others and that will not be a healthy relationship with your staff.

1. HR and production should give and take constructive feedback but specific to common issues with specific examples of improvement. Feedback sessions should be formal but one to one for positive approach and development of capability to tackle similar issues in future. 2. HR and production should work together on competencies gap and framework to improve people capabilities.

It is very important to have a clear future succession plan to make sure that the years of experience inherent in a manufacturing facility can be passed down to the next generations. Meanwhile, supporting the manufacturing expertise to continue to grow with solid training and global advancements and keep up with the modernization and automation. It is critical to utilize AI for developing new models of manufacturing and create the next generation of production efficiency.

Un caso típico donde se logra incrementar la confianza es cuando RRHH pone a producción como su cliente y lejos de hacerse sentir como autoridad se hace presente como servidor al llevar la atención al personal a las áreas de producción cooperando de esta manera con la eficiencia.

The HR team is often viewed as a tool to the production team on filling vacant positions. This perspective is very wrong because the HR team is really an asset to help build an effective production team. To adopt this perspective requires the bilateral trust between the HR and production teams. Trust is the foundation of a high performing team which allows the team to engage in healthy conflict that in turn establishes commitment. I learned this from Patrick Lencioni's book "Five Dysfunctions of a Team."

Encourage mentorship pairings between HR and production members. This initiative can bridge knowledge gaps and foster mutual appreciation. By walking in each other's shoes, they can better understand the intricacies and pressures of each role. Organize team-building activities tailored to blend the expertise of both teams, fostering unity. Additionally, establishing an open-door policy, where concerns are voiced without fear, can cultivate an atmosphere of trust. Celebrate successes collaboratively, ensuring that both teams see the fruits of their mutual efforts. By intertwining their experiences and understanding, a resilient bond of trust and respect is built.

Only few things but extremely important for culture of trust and respect and these are two way. 1. Open communication 2. Honesty and integrity 3. Trust and trust worthiness

The most important thing in celebration is to make small milestones and celebrate small achievements. It keeps teams motivated and helps in continual improvement. Failures must be documented also but to learn from mistakes so that other can also learn from our mistakes. Failures should also be discussed and people must be given space and confidence to discuss failures. This all comes from top management of both production and HR.

I agree, this is much better than the blame game and results are much more effective and driven! As noone feels like they have been overshadowed or undermined.

Host regular feedback sessions, allowing both HR and production teams to share their triumphs and hurdles. Use these moments as opportunities for cross-functional brainstorming to devise innovative solutions. Creating a 'Wall of Wins' can visibly highlight collective achievements while a 'Lessons Learned' board can spotlight growth areas, ensuring transparency. Introduce "Collaboration Awards" that specifically recognize joint HR-production achievements, emphasizing the importance of unity. Moreover, when setbacks occur, instead of pointing fingers, facilitate joint problem-solving workshops. Through mutual appreciation for victories and collaborative growth from setbacks the two teams can strengthen their bond and towards shared objectives

In our manufacturing company, we along with HR would track all production numbers, hours worked, quantities produced and number of employees. This allowed us to adjust accordingly may it be hours needed or in long term, the numbers of employees. In aspect of turn over, having the open relationship with HR gave us a voice in filling needs in all areas. If one department continued to reach goals and maintain regular hours, they could help in the lesser productive areas. Cross training enabled us to move people from one area to another with ease. Communication is key in operations. Having HR included in production meetings kept everyone involved and aware of immediate needs.

Adapting and innovating together is a great thing! When both parties don't align you will definitely have conflict and bad outcomes. In order to adapt and innovate, you need to have good training practices in place and also clear and informative communication across the board. If you provide employees with more than, "put the widget here because we said so" and show them how what they do, impacts the bigger picture. You will have people more engaged and eager to help. Stop leaving employees in the dark and giving them the bare minimum and expect them to care. Give them a reason to care about what they are doing.

If there is one thing that I have learned in my manufacturing career, it would be the CONSTANT CHANGE that manufacturing industry faces. Every manufacturing team must always take an agile approach to keep improving and keep innovating. A team that does practice agility is one that is doomed to fall behind their competition.

Here are few Key Ways in my view - 1. Workforce planning 2. Recruitment and On boarding 3. Training and Upscaling 4. Employee Engagement 5. Succession Planning 6. Reward and Recognition 7. Diversity and Inclusion 8. Regular and effective communication

Creating a Productive, Agile & Quality Culture is a joint Responsibility of HR & Production. Success of Many of the initiatives like Quality Circles, Kaizen or Suggestion Schemes, 5S, TPM, Grievance Management, Incentive Schemes, Multiple Peak Performing Teams Building requires creation of a motivational environment where equal participation of HR & Production Teams is an inevitable requirement.

I've found success when TA teams speak with production teams in terms they're familiar with. Think about it... TA functions more like operations than HR, and the manner in which TA gets things done looks like operations. TA and production both understand input, standardized processes, quality control, and output. Share the commonality!

Company branding plays a crucial role in attracting top talent, as a strong brand conveys a sense of purpose and value that resonates with potential candidates. By leveraging the influence of well-known leaders as brand ambassadors, companies can enhance their reputation and create a compelling narrative that showcases their culture and vision. These representatives not only lend credibility but also inspire candidates to envision themselves within the organization. Ultimately, integrating recognized figures into branding strategies can significantly elevate a company's appeal, making it easier to attract and retain high-quality talent in a competitive market and the bond between production and HR will make such strategy easily articulated.

Below are the important things 01: Resource provision 02: Team capability Enhancement plan 03: Budget for rewards 04: SWOT Analysis 05: Team Evaluation 06: Yearly planing of objectives, goals 07: Production plan vs manpower 08: Market competitive benefits 09: Resource retention 10: Mental Health relaxation Activities 11: Physical Activities 12: Motivational Session