HR consulting for manufacturing companies building capacity, and the leaders to run it
New lines and plants are coming up faster than leaders can be grown. Meanwhile, supervisors are promoted from the shop floor with little preparation, and safety and quality have to hold on every shift. That is why Seven People Systems offers HR consulting for manufacturing companies. In short, you get leaders at every level, from the plant floor to the global leadership team.
For example, we have worked with Mitsubishi Chemical Group, Honeywell, Rolls-Royce, Boeing, JSW, BorgWarner and Thermax, in India and in Singapore.
What manufacturing leadership development has to solve
Manufacturing leaders work where safety, quality, cost and delivery meet. Consequently, leadership development for manufacturing teams has to work on the floor, not just in the training room.
Supervisors promoted from the floor
The best operators and technicians become supervisors, often overnight. Then they are expected to lead former peers, manage shifts and hold standards.
Safety and quality on every shift
A safety and quality culture is only as strong as the conversations on the floor. Therefore supervisors and managers have to hold them well, day and night.
Plant teams that must work as one
Production, maintenance, quality, supply chain and HR leaders need to solve problems together. In other words, they cannot simply hand them over.
Capacity growing faster than leaders
New plants and lines are encouraged by schemes such as India's Production Linked Incentives. As a result, they need leadership teams ready on day one.
Frontline leadership training for plants, and leadership for the whole organisation
In general, most of our manufacturing L&D work falls into four areas. In each case, the work draws on a Seven practice you can explore in more depth.
Leadership and high-potential programmes
We run programmes for managers and senior leaders, and development journeys for high-potential talent. As a result, plant and functional leadership is ready before it is needed.
Talent Management & Succession →Coaching capability for managers
Practical coaching for managers and supervisors is built around their everyday conversations. In particular, it covers performance, safety and quality.
Coaching Skills for Managers →Emotional intelligence for leaders
EQ profiles and development help plant and engineering leaders stay steady under pressure. In turn, they bring their teams with them.
Emotional Intelligence (EQ) →Assessment-led development
DISC and DNA®25 profiles show how leaders behave and which competencies they bring. Therefore development targets the right gaps.
DNA-25 Competency Assessment →Also for plants: supervisor development for people promoted from the shop floor, and behavioural event interviewing for HR teams.
Leadership development →How we have worked with manufacturing, auto and engineering teams
Here are a few examples of the work behind our HR consulting for manufacturing companies, in India and abroad. For more detail, see our case studies.
Leaders and high-potentials for growth
We ran leadership and high-potential programmes for more than 300 employees. In addition, we certified the HR team in behavioural event interviewing.
Leadership, personal development and EQ
We ran leadership and personal development programmes for more than 200 employees. Alongside that, 50 leaders went through emotional intelligence development.
Leadership development in aerospace
We delivered leadership development for aerospace teams. Notably, this included Rolls-Royce at Seletar, Singapore.
Managers who coach
We ran a coaching skills programme for managers. Above all, it was built around the everyday conversations that drive performance, safety and quality.
Development built on assessment
We ran developmental interventions built on DISC and DNA®25 profiles. As a result, leaders worked on the behaviours and competencies that mattered most in their roles.
How manufacturing L&D in India works with Seven
From shop floor supervisor development to senior leadership programmes, the shape stays the same. In short, every engagement follows the same four steps.
Diagnose
To begin with, DISC, DNA®25 and EQ profiles, plus conversations with plant, functional and HR leaders, show where to start.
Design for the floor
Then cases, role-plays and practice come from your plants, shifts, safety standards and quality systems.
Deliver around shifts
After that, sessions are timed around production, at the plant or offsite, with cohorts that mix functions where it helps.
Follow through
Finally, coaching, review conversations with reporting managers and a second measurement show what changed.
Manufacturing, auto and engineering organisations we have worked with
These include aerospace, automotive, steel, chemicals, electrical and engineering companies. In short, manufacturing HR consulting runs across heavy and precision industry alike.
Client logos are trademarks of their respective owners and are shown to illustrate our experience. Accordingly, their display does not imply endorsement.
HR consulting for manufacturing companies: common questions
What does HR consulting for manufacturing companies cover?
In short, it covers the people work a plant-based business needs. First, that means leadership and high-potential programmes and coaching capability for managers and supervisors. In addition, it includes emotional intelligence for leaders and development built on DISC and DNA®25 assessments.
Do you offer frontline leadership training for plants?
Yes. Our frontline leadership training focuses on supervisors and first-line managers. In particular, practice is built around shift handovers, safety and quality conversations, and leading former peers.
Do you work with high-potential talent?
Yes. For example, for Mitsubishi Chemical Group we have run leadership and high-potential programmes for more than 300 employees.
Have you worked with manufacturers outside India?
Yes. Our aerospace work includes leadership development for Rolls-Royce at Seletar, Singapore. In addition, we have delivered leadership development for Boeing.
Can you use assessments to target development?
Yes. We use DISC, DNA®25 and EQ profiles so leaders work on the behaviours and competencies that matter most in their roles. For instance, we did this with BorgWarner, Thermax and Honeywell.
How do we start?
To begin with, tell us about your organisation, the people challenge in front of you and the size of the group. Then we reply within one working day with a suggested first step.
Building the leaders your next plant will need?
First, tell us about your organisation and the people challenge in front of you. Then we will come back within one working day with how we would approach it.