{"id":351196,"date":"2024-11-22T09:50:50","date_gmt":"2024-11-22T14:50:50","guid":{"rendered":"https:\/\/chiefexecutive.net\/?p=351196"},"modified":"2024-11-22T09:52:09","modified_gmt":"2024-11-22T14:52:09","slug":"moving-employee-care-to-the-middle-of-things-at-tyson-foods","status":"publish","type":"post","link":"https:\/\/chiefexecutive.net\/moving-employee-care-to-the-middle-of-things-at-tyson-foods\/","title":{"rendered":"Moving Employee Care To The Middle Of Things At Tyson Foods\u00a0"},"content":{"rendered":"\n

If Johanna S\u00f6derstr\u00f6m were a firefighter or a paramedic, she\u2019d likely be the first person to rush into a burning building to put out the blaze and the first to disembark from the ambulance to help a car accident victim. The veteran human resources chief likes to jump into situations that need fixing\u2014and that\u2019s why she became chief people officer of Tyson Foods. <\/p>\n\n\n\n

The $53 billion beef, pork and chicken processor has been troubled in a variety of ways since the beginning of the pandemic, including supply and output shortfalls, a Covid-era lower-management scandal and, most recently, a leveling off of corporate revenues as well as a New York Times <\/em>story that tied Tyson with child-labor allegations. <\/p>\n\n\n\n

But even as those troubles were starting, S\u00f6derstr\u00f6m leapt out of a comfortable retirement three years ago to become executive vice president and chief people officer for the animal protein giant based in Springdale, Arkansas.  <\/p>\n\n\n\n

In taking the job at Tyson Foods, the Finland-born S\u00f6derstr\u00f6m has encountered challenges from the technological to the logistical to the cultural, addressing each in the belief that she could help the company\u2019s human capital management elevate the company and better represent Tyson to its industry and the American public. She has taken a number of steps to make that happen. <\/p>\n\n\n\n

\u201cThe overall opportunity here is to be truly differentiated across the industry in how to become the most sought-after place to work,\u201d S\u00f6derstr\u00f6m says. \u201cIn my function, that\u2019s how I can help. Everything we do is tied to that lens.\u201d\u00a0<\/p>\n\n\n\n

S\u00f6derstr\u00f6m speaks Swedish as well as Finnish and English, and began her career in Europe working for cellphone pioneer Ericsson in the marketing department. \u201cBut then someone suggested I should be doing something in the personnel space, because I have a tendency to get people to talk,\u201d she says. \u201cI wanted to work with customers. But my epiphany was that I could combine them: Employees are your customers. In the end, through affecting the employee experience, you can create a lot of value for your company.\u201d <\/p>\n\n\n\n

Her seminal experience in human capital management came at Dow Chemical headquarters in Midland, Michigan. S\u00f6derstr\u00f6m became the HR strategic partner for the company\u2019s biggest business, performance chemicals and materials. She rose to become overall HR chief in 2014 and served four years. <\/p>\n\n\n\n

Then came another major ripple in S\u00f6derstr\u00f6m \u2019s career: Dow merged with DuPont, another chemical titan. She encountered and learned a lot by helping steer two companies with very different, yet integral, cultures into a partnership that ultimately splintered the combined company into three separate entities.  <\/p>\n\n\n\n

\u201cYou had Dow, where people didn\u2019t really turn over, with the same people brought up through the company, and DuPont, which didn\u2019t have the same kind of talent programs and brought in a lot of external hires, including its CEO,\u201d S\u00f6derstr\u00f6m says. \u201cThat put different spins on how you look at talent and longevity and success.\u201d <\/p>\n\n\n\n

\u2018It wasn\u2019t fun anymore\u2019 <\/h4>\n\n\n\n

S\u00f6derstr\u00f6m left after the company splintered in 2019, taking her family to their second home, Florida. \u201cIt was fun for a while, but then Covid hit, and it wasn\u2019t fun anymore,\u201d she says. She then joined as a director of Neste, a Finnish company that produces renewable aviation fuel. \u201cIt is fascinating,\u201d she says of her continued board membership, \u201cbut it wasn\u2019t enough.\u201d <\/p>\n\n\n\n

When the Tyson Foods opportunity arose, S\u00f6derstr\u00f6m says, \u201cI didn\u2019t know where Arkansas was. And I\u2019m not sure I fully understood the complexity of Tyson,\u201d which supplies 20 percent of America\u2019s meat through production at 240 slaughterhouses and other plants, and a handful of retail brands, with 142,000 employees who work in some of the most challenging and potentially hazardous conditions in industry. <\/p>\n\n\n\n

By the time she joined, Tyson had begun failing to keep American meat counters supplied with enough protein, and its plants were posting a disappointing record of employee safety and health during the pandemic\u2014which eventually would include firing seven managers at a pork plant in Iowa for wagering on how many workers there would get sick from the coronavirus. <\/p>\n\n\n\n

\u201cThere\u2019s a lot of pride in this company,\u201d S\u00f6derstr\u00f6m says. \u201cThe people I met with to interview the team members and executives and board members, said, \u2018That\u2019s not who we are. We need to tell the story and ensure we can represent to everyone internally and externally who we are.\u201d <\/p>\n\n\n\n

Here are some of the ways S\u00f6derstr\u00f6m has brought Tyson Foods along: <\/p>\n\n\n\n

Do the obvious. <\/strong>To her, such moves included Tyson\u2019s becoming a pioneering manufacturing company in putting a Covid-vaccine mandate in place, in October 2021. Before that, S\u00f6derstr\u00f6m conducted the company\u2019s first employee-engagement survey. <\/p>\n\n\n\n

\u201cEveryone does them, but we hadn\u2019t, until December 2020,\u201d she says. \u201cIt was insightful for many different reasons. One of them was to change the perception that our team members\u2014because they\u2019re working in plants and cut up meat\u2014don\u2019t know how to use technology. We made it so that employees could only do the survey with QR codes.\u201d <\/p>\n\n\n\n

The working assumption among Tyson Foods executives seemed to have been that most production employees didn\u2019t know how to use common cellphone technology such as QR codes. S\u00f6derstr\u00f6m found that spurious, partly because 93 percent of Tyson workers had mobile phones. <\/p>\n\n\n\n

\u201cThey used QR codes to order their food in restaurants,\u201d she says. \u201cI\u2019d spent part of my previous life traveling the world and seen beggars on the streets in Mumbai using phones, so why couldn\u2019t our U.S. workers? We also have a lot of workers who are immigrants and refugees, and they actually transfer money to their families on phones. <\/p>\n\n\n\n

\u201cUnfortunately, people made assumptions, based on the work they do, that is how their technical understanding comes,\u201d S\u00f6derstr\u00f6m says. \u201cThat\u2019s a huge mistake. Our workers were much more knowledgeable than we\u2019d assumed, and we could use that as a starting point, instead of starting from scratch.\u201d <\/p>\n\n\n\n

Do the necessary. <\/strong>Many of Tyson\u2019s workers \u201cstruggle to get to work,\u201d S\u00f6derstr\u00f6m says. \u201cThey may not have a car. Many of our plants aren\u2019t in urban areas; they\u2019re remote.\u201d So she spearheaded the creation of a car-pooling program, partnering with Enterprise. <\/p>\n\n\n\n

Healthcare remained an issue with Tyson employees even after the pandemic, especially in rural plant locations where access to services can be a problem\u2014and where immigrant employees often face language obstacles. Emergency room visits are the only healthcare many of them received. <\/p>\n\n\n\n

So, S\u00f6derstr\u00f6m spearheaded the creation of seven pilot, no-fee healthcare clinics funded by the company. The three-year test is intended to serve about 36,000 employees and their families, with an emphasis on preventive care that will boost the well-being of the patients. <\/p>\n\n\n\n

\u201cWe have [communication] campaigns that tell employees what people have experienced when they visit these clinics and talk about how this isn\u2019t Big Brother watching you,\u201d she says. \u201cYou can detect things that can be detrimental, like high blood pressure.\u201d <\/p>\n\n\n\n

The clinics also are demonstrating a path to cost savings for Tyson and its employees.  <\/p>\n\n\n\n

\u201cOver the first 18 months, team members saved $700,00 in co-pays,\u201d S\u00f6derstr\u00f6m says. \u201cThat matters.\u201d And, she says, healthier workers \u201chave a direct correlation to retention\u201d and higher productivity measures. \u201cThat\u2019s something we\u2019ve hit on across all seven clinics.\u201d <\/p>\n\n\n\n

Do the difficult. <\/strong>The strenuous nature of much of plant work with animal carcasses, and a general shortage of labor, have combined to prompt Tyson to accelerate its automation efforts. <\/p>\n\n\n\n

\u201cIt\u2019s an opportunity for the company as a whole,\u201d S\u00f6derstr\u00f6m says. \u201cWe have to help our current workforce think not just about accepting the idea of working with digital [technologies] but truly being digital. There\u2019s a big difference.\u201d <\/p>\n\n\n\n

Tyson\u2019s new, $300 million plant in Danville, Virginia, is a vanguard facility in this regard. The plant produces nuggets, patties and other cooked-chicken forms using industry-first technology and innovative pilots to increase the efficiency over prior facilities by up to 30 percent\u2014and cut labor requirements by about 20 percent. <\/p>\n\n\n\n

\u201cWe take roles from the production line that traditionally have been the hardest, with the biggest turnover,\u201d S\u00f6derstr\u00f6m says. \u201cAnd we have machines and robotics performing those activities, which also aren\u2019t vulnerable to constant rotation and onboarding of employees.\u201d <\/p>\n\n\n\n

Just as important, she says, is to \u201cretrain or reskill our existing employees so they can clearly see a path for them. Then, [automation] becomes an opportunity, not a threat. We have examples of team members on the packing line who have retrained themselves to do other tasks, as automation technicians, and walk home with two or three times the pay. Those are the stories that will help bring the workforce along.\u201d <\/p>\n\n\n\n

Other narratives aren\u2019t so helpful, such as the Times <\/em>story recently that alleged migrant children as young as 13 were working overnight shifts for contractors in Tyson and Perdue Farms plants in eastern Virginia. That would be a violation of federal law, and the Labor Department is investigating. <\/p>\n\n\n\n

\u201cIt\u2019s a true issue across the country, and that there is anywhere a tolerance for child labor is as wrong as wrong can be,\u201d S\u00f6derstr\u00f6m says. \u201cWe can be absolutely certain we haven\u2019t done such things when the employees are ours. We have contracts in place with third parties to audit these things all the time.\u201d <\/p>\n\n\n\n

But in the wake of the Times <\/em>report, S\u00f6derstr\u00f6m says, \u201cWe have now ensured that every single person who works across our facilities, that are our employees, need to be aware that if they see something, they need to say something.\u201d <\/p>\n\n\n\n

Overall, S\u00f6derstr\u00f6m says, her efforts at Tyson continue \u201cto connect our people agenda with our strategic agenda, by operationalizing it and tying it to culture. It can\u2019t just be, \u2018This is our HR program.\u2019 If we don\u2019t truly understand its impact, and can\u2019t marry that with care for team members and an understanding of what they truly need, you won\u2019t get the multiplier. <\/p>\n\n\n\n

\u201cHR as a whole needs to be closely attuned to every aspect of the business and put care of the team member in the middle of it.\u201d <\/p>\n","protected":false},"excerpt":{"rendered":"

Chief people officer Johanna S\u00f6derstr\u00f6m has done the obvious, the necessary and the difficult in leading the transformation of a challenging 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