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"With a strong employee-centric culture as the cornerstone, we can then steer the employee experience in a way that is consistent with the culture, values, vision, and strategy of GF," Mike Murray, Senior Director Talent Management comments.
A human-centric workforce can be established by prioritising employees' needs, values, and wellbeing. It is also vital for cultivating a positive employee experience to foster a supportive and engaging work environment. This approach not only elevates morale and job satisfaction but also enhances productivity and innovation.
Leaning on its 'Shape what's essential' employee value proposition (EVP), GlobalFoundries has managed to clinch the following awards at the Employee Experience Awards 2024, Singapore:
- Gold:
- Best In-House Certification Programme,
- Best Learning and Development Programme,
- Best Recruitment Referral System,
- Best Capability Development Programme for the HR team
- Silver:
- Best Soft Skills Training Programme,
- Best Graduate Training Programme
- Bronze: Best In-House Recruitment Team
- Overall win: Overall Learning Award
Following the team's successes, HRO speaks with Mike Murray, Senior Director of Talent Management, GlobalFoundries, about prioritising employee growth and wellbeing, and how HR is leveraging diverse talent to shape the semiconductor industry's future.
Q How would you describe the pillars of your employee experience strategy, and what are the principles you have taken into account to develop this?
The EVP of GlobalFoundries (GF) is to “Shape What’s Essential”. While we continue to shape the technology and redefine innovation that makes a difference to the world, we strive to build a strong culture of collaboration and diversity, provide lifelong learning opportunities and support overall well-being for every employee. In doing so, GlobalFoundries has employed its own HR strategies to drive this EVP for employee experience by hinging on three key pillars.
First, performance & growth, one that fosters a culture of high performance through robust performance assessments, differentiated pay for performance and enhanced learning programmes across all job levels.
Second, culture, one that fosters a more inclusive and innovative workplace culture by advancing diversity, equity, inclusion and belonging (DEIB), communications and ways of working.
Lastly, rewards and wellbeing, one that focuses on recognising our critical talent with highly competitive rewards, and supporting our employees in the areas of physical, mental, and financial wellbeing, through multi-faceted programmes.
Q In a world propelled by rapid change, what measures do you have in place to maintain a people-centric, human approach to your EX as it evolves?
As we drive our initiatives based on the three key pillars derived from our EVP, we also continue to stay relevant and effective in meeting the evolving needs of our employees. We do so by consistently reviewing our HR policies and processes by listening to our people. Regular feedback and open communication are a huge part of how we understand the needs, concerns, and suggestions from the ground. Yearly surveys, e.g., Great Place to Work and ONEGF Survey, are conducted to check in the pulses of what the organisation has done well and what areas the organisation needs to improve.
We are also leveraging on HR data analytics to help us gain insights into the evolving employee behaviour, engagement, and satisfaction. This data helps us better tailor our programmes and policies to better meet the needs of each of our employees.
Understanding our people is not enough, we also need create a space where everyone in GF feels safe, respected and valued. I am proud to say that DEIB is our DNA, and it is in our core values. We aim to create a workplace that has an inclusive and diverse culture where employees are empowered to perform their best.
Q What initiatives do you undertake such that the delivery of employee experience is a collective responsibility of all stakeholders in the organisation?
Our HR team works very closely with our leadership team to create a positive employee experience, setting the tone from the top. Our leaders will make it a point to regularly communicate the significance of employee experience (i.e. people development, wellbeing, recognition, and an inclusive culture) in meetings, town halls and strategic planning sessions.
We also ensure that leaders are trained to adopt a coaching and mentoring approach, providing support and guidance to their teams. Leadership development programs are also designed to equip managers with the skills to lead the team empathetically and effectively.
In addition, our Human Resource Business Partners (HRBPs) serve as consultants, providing guidance and support to manager and employees to ensure that employee experience strategies are effectively implemented and adapted to each department’s unique needs.
Delivery of employee experience would not be effective without the support of systems and tools. GlobalFoundries has its own internal social media site where regular updates on the progress of employee experience initiatives are shared through internal newsletters and meetings. We leverage on these open and transparent channels for employees to share their ideas and feedback.
Q Do you have words of wisdom to share with others in the industry on the best ways to keep your employee experience consistent and beautiful?
I find that the best way to win the hearts of employees is to listen to them, crowd source ideas from them, get feedback and take timely actions. HR can never do it alone, we need to agglomerate the collective wisdom and experience of everyone in the company. We need the partnership from the business, managers, and every single employee.
With a strong employee centric culture as the cornerstone, we can then steer the employee experience in a way that is consistent with the culture, values, vision, and strategy of GF. Provide a clear line of sight for each employee on how they contribute to the company’s success and reward performance equitably. Develop leaders who motivates their teams and provide opportunities for employees to grow with the company.
Lastly, understand that there will be ups and downs. What made the difference for GF was the dedication and passion to stay resilient and strong in the face of uncertainties and challenges. Ultimately, after the rain, there will be beautiful rainbows.
Q Finally, what is the positive impact of employee experience that you’ve seen on the business as well as the workforce?
For the business, having a positive employee experience will increase our overall productivity as it boosts the overall engagement and motivation of our workforce. Opportunities for development and recognition will further spur employees to achieve the best for themselves and the company. This thereby encourages more innovative solutions, crucial for the company to stay competitive in this fast-paced semiconductor industry. Second, a strong employee experience will help us to attract top talent and reduce the attrition rate, as the company continues to retain skilled professionals for the complex semiconductor processes. With the right people and right people strategies in place, our overall quality and reliability will naturally increase, and thereby increasing our reputation among the customers and in the industry. Our people also feel the sense of pride and satisfaction and this improves the overall employee morale.
Having a strong employee experience will ensure that the company achieves its business outcomes while ensuring the workforce is engage, satisfied and well-supported. This is a win-win situation for both the business and its workforce.
Read more interviews on why organisations have won trophies for their HR practices - head over to our Winning Secrets section!
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