Operations, HR & IT

As the Company moves into the next phase of its growth with the "World of Opportunity" that lies ahead of us, it is essential that we ensure our people and processes are more than capable of rising to and meeting these challenges. It is also important that we have complete congruence with our corporate, process and employee objectives & goals. To this end, we have been focussing on two major initiatives that will provide this platform and ultimately a clear organisational competitive edge.

Process — "Continuous Improvement" Programme Opportunities

We are currently engaged in a "value assessment" project that is focused on identifying Process Improvement Opportunities that are clearly aligned to and complement the corporate strategy and objectives.

Several small virtual teams consisting of Corporate Executives ('C' level) and Key Process Users have been set up to concentrate and focus on a specific area of process functionality. They have then participated in mapping, targeting and planning workshops. In arriving at the improvement opportunities they have also clearly linked each opportunity to a current corporate objective.

The outcomes of their separate Improvement ideas will then be financially modelled to identify the requisite priority of each improvement ideas and/or cross functional themed ideas.

This will then lead to the delivery of Profit Driven "Continuous Improvement" Programme that will also contribute to the development of future strategy.

Did you know?

  • TR's combined industry experience:
    Main Board — 160 years
    and
    Colleagues across the Globe — 12,000 years

"2011 saw the successful introduction of the new core HR system across the UK, Europe and the USA"

HR — Performance Management & Training

2011 saw the successful introduction of the new core HR system across the UK, Europe and the USA.

The system provides a high degree of self-service for employees allowing them to view and amend their personal details, request holidays and other leave and complete return to work forms after a period of absence. This has allowed the Board to obtain up to the minute, accurate information and produce reports on all aspects of people management from one source.

The Performance Management module has recently been added to the system and all employees across the UK, Europe and the USA are being trained in its use.

The system comprises a new competency framework highlighting the core skills and behaviours that are considered important to the development of not only the individuals employed within the business but the development of the business itself.

Trifast-products-one.jpg

The Core Competencies are:

  1. Professional and Ethical Standards
  2. Communication
  3. Customer Service
  4. Self-Motivation
  5. Decision Making
  6. Creativity and Innovation
  7. Leadership
  8. Managing and Developing Staff
  9. Project Planning
  10. Strategic/Operational Planning

Every employee has competencies 1-6 and those with team leader or management responsibility have the additional four added to their personal development record.

The Performance Management system comprises three elements:

  • Employee self-assessment where the employee is asked to review the previous years' objectives and training activities, rate themselves against the core competencies relevant to their position and to consider their training & development needs for the coming year by browsing the training courses available
  • Manager assessment where the manager is asked to do the same as the employee as well as thinking of personal objectives for each of their team which link to the corporate objectives of the Company
  • Performance review meeting where both employee and their line manager come together to discuss and agree comments on the previous years' performance and agree the personal objectives and training activity for the coming year

"All employee objectives that are set have to be matched to one of our stated corporate objectives. As an organisation we believe that the initiatives outlined clearly demonstrate a 'joined up thinking' approach to our strategy"

The system will enable a full training needs analysis to be obtained which will allow a full analysis of training requirements and the prioritisation of the training budget. It will also enable each employee to be fully aware of how their job contributes to the overall objectives of the Company. All employee objectives that are set have to be matched to one of our stated corporate objectives.

Conclusion

As an organisation we believe that the initiatives outlined clearly demonstrate a 'joined up thinking' approach to our strategy. We believe this will also herald a culture of sustainable high performance both from our people and processes and that our future strategy development will become more of an iterative process where ideas will flow to and from our people and processes through their own development and improvement ideas and opportunities.

Seamus Murphy
Director of Operations, HR & IT

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