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Employee Engagement Today
Employee Engagement Today n Vol 3.3 Summern Vol 3.3 Summer
Molson Coors
Kirsty Derry, human resource director at Molson Coors Brewing Company (UK), explains how they
are beating the challenges of a difficult business climate for the brewing industry by ensuring all their
employees understand, and are committed to, their platforms for growth
M
olson Coors Brewing years is ambitious: to become a top towards drinking at home with the
Company, the global family four global brewer in profitability. But smoking ban changing customer
brewer, has just completed the world isn’t waiting for us to get habits and driving people out of
the first phase of a major new people there, nor will it hand it to us on a pubs. UK alcohol consumption is
engagement programme designed to plate. Employee involvement will be falling, the total trade beer volume
have a clear impact on its business: crucial to achieve our goal. in the UK has been in decline since
to reinforce the company’s growth the 1980s and 52 pubs are closing
strategy in 2010. The challenge every week.
Molson Coors had a great 2009 There is significant pressure on the Molson Coors is committed to
but our vision for the next couple of brewing industry with the trend driving the beer market forward and
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Case study: Molson Coors
supporting the pub owners and other
Pre- and post-event measurement results
customers’ businesses despite the
pressures faced by the brewing
I have a clear understanding of the Molson Coors global vision
industry. Molson Coors is taking a
– 13 per cent increase
determined and positive approach to
growing its brands and its customers’ I believe that the business is moving from ‘surviving’ to ‘winning’
businesses in 2010 by attracting one – 14 per cent increase
million more shoppers down the beer
aisle and one million people back I believe that we have a strong and aligned leadership team
down to their local pub. – 15 per cent increase
This is a major challenge in
I feel valued and recognised for my contributions by the business
anyone’s language and having the – 14 per increase
support of a team of highly skilled,
engaged and motivated people is I feel motivated and excited about the future direction of the business
crucial to making this happen. We – 14 per cent increase
need to inspire and involve our staff Source: INVOLVE
so they understand how they can
help us achieve these goals.
Our people development focus January 2010 in the UK, we turned to
Our Brew covers technical training, such as INVOLVE, the employee engagement
We embarked on this journey in 2008 World Class Manufacturing in our specialists we’ve worked with in the
starting with insight work at a global breweries, as well as personal past, to help us truly engage our
level to define Molson Coors’ culture. development for all employees; we 2,400 people with the Our Brew
Based on the research findings and offer career development workshops strategy. It was all about our people
enterprise-wide shared values – and leadership development. Molson understanding what the strategy
excelling, passion, integrity and Coors invests circa £1m annually just means and to take ownership for the
respect, quality and innovation – we in the UK on learning and personal contribution they can make
developed the ‘Our Brew’ strategy for development. Our leadership to bringing it to life.
our business to act as the compass development approach has helped to We held a one-day experience
that will get us, and keep us, heading evolve our company’s culture and the followed by dinner at the Liverpool
in the right direction to achieve our engagement results are part of the Arena in early February. Over
goals. It defines who we are and how evidence of this. Our breweries are 1,200 employees took part in the
we’ll work together towards success. building towards level three standard event and a further 1,200 have
Being a business strategy, ‘Our for world-class manufacturing participated in a ‘Decide & Do’
Brew’ is designed to help achieve Molson Coors is all about roadshow at different Molson Coors’
specific growth and profits targets, passionate people, about sites around the UK, so that all our
but it mainly focuses on people and encouraging them to be accountable employees had a chance to get
their development, as well as defining for achieving their ambitions and involved in the programme.
company’s values. We want to be a exceptional results. To support them Groups of employees explored
leader in people development and in this, our leaders are responsible for seven zones representing the seven
engagement because we recognise creating the environment where pillars for growth of the business:
that engaged people are the people can challenge accepted ways Extraordinary People, Innovation,
foundation of our success. of doing things. Amazing Our Customer, Beer
While other beer companies are Champions and Extraordinary
slashing their investment in staff to Making it real Brands. Instead of hours of dreaded
save money, Molson Coors is We launched this strategy to our PowerPoint and droning executives,
investing in its people, as we believe senior management team globally in we made sure every element was
in building a team of extraordinary January 2009. Our leaders wanted to fully participative, with lots of
people. Their development and roll it out personally to the entire practical examples and opportunities
enthusiasm for results gives us the workforce and used story-telling and for people to explore Molson
winning edge and will ultimately lead interactive sessions to bring it to life Coors’ priorities using different
to our goal of becoming a top four for employees. Committed to learning styles.
global brewer. ensuring that Our Brew really stuck in For example, the challenge of
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Employee Engagement Today n Vol 3.3 Summer
improving the company’s profitability
Molson Coors: What we value
was illustrated by using jugs of barley.
Starting with a full jug, employees
Passion: Beer champions who love winning through our extraordinary
could see the impact of paying taxes brands and the beer moments they create
and covering all the overhead costs.
In another zone, employees became Creativity: Unlocking ideas to make us more competitive; doing the
part of a play with different characters unexpected to challenge the norm
discussing company’s views on
important issues such as responsible Excelling: Surprising one another, our customers and our competitors by
what we achieve
drinking. The innovation zone was
presented in a form of a shop. Integrity and respect: Treating everyone as we expect to be treated
Employees used shopping baskets to
choose ideas from the 70 innovations Quality: Talented people who go the extra mile to deliver beyond ‘expected
the management team had developed quality’ in everything we do
over the last few months. The most
popular ideas are being taken forward.
Molson Coors believes that it’s all different beers. Straight after the to life, so that everyone knows what
about motivating extraordinary people. event, everyone received a copy of a they can do to contribute to their
But how could we demonstrate that special edition of the company’s team’s success and, through that, to
people learn in different ways? How internal magazine, Cheers, with a the success of the company.
about a line dancing class? It was report and images from the event, so
interesting (and very educational) to that the key messages were Next steps
see how people reacted to it. Some of reinforced. Employees have also We are going to continue the Our
them just jumped into the line trying received copies of the Our Brew Brew activity in 2010. We want to
out moves while others stepped away Handbook explaining the strategy and ensure all our employees understand
or learnt through observing. This giving real life examples of how they our platforms for growth and feel
different approach to learning is work in practice and what behaviours engaged in making them happen, so
exactly what happens every day in a are sought after. as part of our product innovation, we
workplace and it was important the The feedback from the event was invite employees to taste test
teams understood this so they can very encouraging. People who innovations. Molson Coors also
work together more effectively participated thought it was a good use actively encourages volunteering in
appreciating these differences. of the company’s money and, more the local community and in 2009
It may all sound relatively simple, importantly, feel committed to employees raised £70,000 for
but it was powerful. It was varied, delivering great results in the year Mencap, our corporate charity.
great fun and designed to help people ahead. We were pleased with the It’s not about a one-time event, but
really understand the issues they results comparing pre- and post- about commitment and listening to
faced. Everyone left being very clear measurement of the impact of the day. your teams.
on what needs to happen and how The average score was 94 per cent for We believe it works and so do our
they can contribute to making it real. ‘good use of my time’, the average employees. Our recent People Survey
The day ended with everyone score was 99 per cent for ‘I know revealed that 92 per cent of people
taking part in a ‘human orchestra’. what I can do personally’ and the were proud to be part of Molson
We will rock you was reproduced and average score was 94 per cent Coors and 88 per cent of our
performed using hands, feet, beer for ‘I believe we can achieve our employees are actively engaged – a
kegs and 1,000 bottles of beer as 2012 goal’. figure higher than the national average
opposed to traditional instruments. Mark Hunter, the chief executive of and an increase of 13 per cent on the
Over dinner everyone experienced Molson Coors (UK), believes the previous year. It means our efforts are
their own ‘beer tasting’ – with nine investment was absolutely vital. The worth it. Our biggest challenge now, is
different courses served with nine company needs to bring their strategy sustaining this level of engagement. n
It was fascinating to see how people reacted to a line dancing class. Some of them jumped
into the line trying out moves, others learned from observing
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