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and innovation. “We have a ‘Going Paperless’ campaign now running where we, in partnership with Internal Audit, are looking at ways to reduce paper and print consumption within J. Wray & Nephew. This will not only reduce cost, but create more efficient business processes and implement sustainable environmental practices at the same time.” In terms of efficiency, this function is aptly summarised by the saying, ‘A chain is as strong as its weakest link.’ “While it may be cliché, it is very true for us. We have persons with different expertise, each one knows he can call on the other should the need arise,” said Michelle. “We all row together to make this boat go.”
For her, “it’s all about the people,” an asset on which the company is placing huge focus and notably, it has been a major influence on growth within the past year.
“I see the organizational changes and how the impact of those changes are being managed as having the greatest impact on the company’s performance,” said Michelle. “Also, the result of the ‘Great Place to Work’ survey and how those results are being dealt with by the leadership team.”
She maintains an ‘open door’ policy and is particularly inspired by the level of discussion between senior and junior staff without intermediary influences. “It’s important, because if I want to know about a product and I know that you’re the director or manager, I should be able to reach out to you without you feeling I’ve crossed the line.”
We can have all the best machinery and technology in the world, but if we do not have a committed, driven, content workforce, then it is all for naught. We need to improve morale overall within the organization. It is a work in progress and you can already see positive changes taking place. What JP [Jean Philippe Beyer, Managing Director] and Odeth [Reynolds, HR Director] are doing with these focus groups and individual/team/department meetings is tremendous. Those are definitely steps in the right direction,” Michelle emphasized.
One by one, those steps have a way of building team spirit, which is quite strong within the IT group. “We are a passionate bunch of individuals with really great camaraderie and spirit. We have constant spirited arguments about work processes and although we may not agree, we always leave with an understanding of and respect for each other’s opinion and position.”
The key for her is getting the staff motivated and on board, not about a ‘big stick’, but listening, under- standing and knowing what is going to work well, plus information.
“It helps the workflow as we are constantly bouncing ideas off each other and though we may be steadfast in our beliefs, sometimes it is through these discus- sions that we understand the need to change our viewpoint and thus develop each other,” said Michelle.
Development is constant and set to continue on a wider scale.
“We’re going to embark on a mission next year to use more technology. A lot of it is not being utilized now. We’re working closely with HR to get more training, formalized training,” said Michelle. “It’s all about the users and the business.”