Please enable JavaScript.

Coggle requires JavaScript to display documents.

April '26 Change Champion Meeting, PURPOSE Collect anonymous feedback…

- - - - Things happen at the plant that aren't always known-
        Corporate coming to the plant on the 27th, Susan just heard
        incidentally because she popped onto the right call
    - - are there plans to maintain/a;prove this
      - Dont' hear about pending on-site visits
      - Feel forogotten about unles ssomething goes wrong
      - Feel like a background piece
      - Lately seems like a lot of projects are worked on at the plant-
        Quality is engaged but regulatory isn't. Not the same!
      - Not asking to be brought onsite, just not forgotten
      - How to include remote in morale events- cookouts, parties, etc.
        If they knew they could plan on-site visits around events
        
        Also why dont' we have more of these?
        
        We only talk in meetings
        
        Upper management doesn't get face time
        with non-managers
        
        Casual face time
        
        Management needs to see us as people
        
        Commercial team sees regulatory as a barrier
        
        Building relationships mitigates friction from
        professional conflicts
        
        Shirts, swag, branded giveaways
        
        Annual gift???
        
        Are ULine giveaways Lansing only?
        
        The fitness challenges went from having prizes
        to zero recognition at all
    - - Tough to have people let go, get given an increased workload, and set afloat
      - Too much cross-assignment, not enough training (ACE, SAP)
      - Emails that say INTERNAL COMMUNICATION but have knowledge that must be shared (ex: amy left, consultant only had a short time to find out and update official names on documents)
        
        Who controls how it gets shared?
        
        How to ensure notification happens if it got missed?
      - Not hearing people are let go
        
        Registrations may require knowing who has what authority
        
        Consultants not getting told
        
        Job dependencies get dropped
      - Need for "Next Man Up"
        
        People leave, regulatory needs to know who's taking over (at least interim)
        
        Really need a published org chart
        
        Where did the go-to guides go? And can we have more?
        
        This is tied to also having set job duties/descriptions
        
        Lots of people get let go, the people remaining get dumped with demand to "make it happen" without the knowledge OR power
        
        Lack of cross-training
        
        Succession Planning*
        
        This does rely on there being a concrete enough structure to build one
        
        This is more important than goals. Annual review of key duties/responsibilities and possible overflow/replacement options
        
        Corporate/departmental succession plan
        
        Individual "drop dead letters"
        
        Minimum maintenance to keep things from collapsing
        
        requires relatively little training time w/other
        
        Also helps identify gaps, openings, or missing redunancies
  - - - go-to guides
      - departmental/corporate plans
      - individual drop-dead letters
    - - REcipe sharing
      - book recommendations
      - workout clubs for sharing reports
      - Hobby resources & sharing
      - opt-in Teams teams?
      - Something with the OneNeogen portal?
      - Encourage upper management participation!!!
  - - - Change champion initiative
      - How do we make "one neogen" real
      - IDEA: Re-implement Mentoring
    - - Underlying base things
        
        SL has gaps, how do we need to update?
        
        In the past this wasn't always looked at
        
        Structural shape of departments