TWI Job Relations (JR)
ESTABLISH A PROVEN, SIMPLE AND REPEATABLE FOUNDATION FOR GOOD JOB RELATIONS
Job relations are an essential part of a growing workforce and company. Without trust and collaboration between supervisors and employees, productivity and performance are stifled. Healthy job relations help cultivate a strong leadership culture throughout the workforce, effective problem solving in employees at all levels, and overall positive employee interactions.
A healthy work environment is an essential element of achieving operational excellence across the board. Communication is a key part of this. Addressing employee relations (or how you work with others) may seem intuitive, but when addressing personnel issues, most managers need training. TWI - JR (Job Relations) training is an analytical method for addressing personnel issues.
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Training Within Industry (TWI) Job Relations (JR) training addresses one of the most challenging parts of the supervisor’s job – establishing and maintaining good supervisor-employee relations and dealing with problems when they arise. Training and coaching supervisors to use this proven, simple, and repeatable TWI JR methodology allows a company to:
- Create an inclusive work environment where people of all backgrounds and experiences contribute to their full potential
- Build trust and collaboration needed for continuous improvement
- Have a consistent and coachable methodology for dealing with people's problems
- Increase the confidence of new and existing supervisors to effectively build strong job relations and solve people issues that arise.
- Strengthen the ability to attract and train employees with no manufacturing experience as a result of having good foundations for strong job relations and much more.
To help companies get the most significant benefit from this training course, an Impact Washington advisor works with each company's participants and program sponsor. Practice using the tools starts after the first day of training. The sponsor is there for support and coaching as participants apply what they have learned.
HANDS-ON TRAINING THAT TEACH PROACTIVE AND REACTIVE LEADERSHIP SKILLS.
TWI JR teaches good leadership skills to front-line supervisors. Harvard University developed the JR method during World War II, and it is still used today by some of the world's most successful manufacturing companies. The training focuses on problem solving with a people-centric view.
This training is ideal for supervisors and managers who are new to leadership or want a refresher in these skills. Leaders at all levels in the organization can benefit from this training as they learn a common language, methods, and coach and support each other in applying the skills learned.
More than half of the course time is spent on applied learning with everyday experiences and situations to develop the skills of each participant.
THERE ARE TWO COMPONENTS TO THE TRAINING:
Foundations for how to establish good relations with your people (proactive)
- Let each employee know how they are getting along: Find out and tell them what you expect—point out ways to improve.
- Give credit when due: Recognize extra or unusual performance. Tell them observations while it's fresh.
- Tell an employee about changes that will affect him: Tell them WHY if possible. Get them to accept the change.
- Make the best use of each person's ability: Look for an ability not currently used. Never stand in an employee's way
4-Step Method for How to Handle Problems When They Do Arise (Reactive)
GET THE FACTS
Review the record. What policies, rules, and regulations apply? Talk with individuals concerned and get opinions and feelings. Be sure you have the whole story.
WEIGH AND DECIDE
Fit the facts together and consider their bearing on each other. What possible actions are there? Check each action against objectives, weighing the effect on individual, group, and production. Select the best action.
Should I handle this myself? Who can help in handling this? Should I refer this to my supervisor? Consider prompt time and place. Explain and get acceptance. Don't pass the buck!
CHECK THE RESULTS
Determine when you'll circle back and follow up on the action and personal problem to see if your action helped, and determine how often you need to check back and watch for changes in output, attitudes, and relationships. Managers are reminded to ask if their actions helped production
Following these four steps help ensure employee solutions aren't just addressed, but actually resolved. Too often, we see problems addressed, then swept under the rug as time goes on. Not fully resolving issues can result in worse performance, attitudes, and processes. Following up with issues and employees involved shows you value their concerns.
Impact Washington has helped several manufacturers over the years and offers hands-on training to help you reach success in all areas of business.