Back in 2019, we spoke with Alan Taylor about his career and the challenges he faced back then. Recently we spoke with Alan again to understand the challenges he was facing post COVID and the changes that had taken place in the HR landscape as he sees it.
What challenges are you currently facing as an HR leader in 2023?
Alan Taylor: In many ways, the challenges are still rooted in people, but they’ve evolved. We’ve experienced substantial growth in the last four years, with multiple acquisitions and an expanded organisational structure. Challenges persist in managing the people aspect, especially when supporting operations across 24 countries with 29 factories. The local focus is crucial, considering the diverse cultures across locations, ranging from urban China to rural Slovakia.
How has Volex addressed these challenges, especially with the growth and acquisitions?
Our approach has been twofold. Locally, we focus on plant reputation, ensuring each factory is a great place to work. We’ve implemented employee referral programs to engage our workforce, emphasising that these programs thrive when the factory environment is positive. Globally, managing talent complexity is a key aspect. Integrating a global function across five regions brings challenges in managing policies, change, and addressing cybersecurity concerns. It’s a complex landscape, more so than four years ago.
Considering the impact of the pandemic, how has Volex managed hybrid and remote working, especially in a multinational organisation?
Interestingly, we didn’t face significant issues. Our senior team was already largely home-based, scattered across the world. While travel was restricted, we seamlessly continued operations through global collaboration platforms like Teams. Our plants, producing essential components, remained open throughout the pandemic. Managing employee rotation to ensure occupancy levels helped to enhance safety. Overall, the impact on our operational model was minimal.
Moving closer to home, can you share insights into Volex’s culture and how it’s maintained across diverse regions?
Volex is primarily a manufacturer, specialising in power cords, connectors and related technologies. Our DNA revolves around getting electricity from the grid safely to a variety of appliances. We also delve into data centre products and offer assembly services for complex equipment like imaging systems. The culture is customer-first, emphasising quality, reliability, and sustainability. With 29 plants globally, the local culture plays a crucial role. Each plant, with its unique workforce, fosters a community feel, contributing to the broader customer-focused culture at the group level.
Considering Volex’s growth and cultural uniformity efforts, what are the hiring needs and challenges you face with such a structure?
The senior team underwent changes to align with a five-year growth plan. Pre-pandemic, we transitioned to a regional operating model, empowering regional heads to manage operations in their territories. Talent needs are driven by product expansion and business growth. With 95% of recruitment happening at the factory level, it’s a dynamic process that has to respond to demand fluctuations.
How does Volex approach recruitment strategies, especially with such dynamic talent needs?
Our strategy involves common practices like the employee referral program and leveraging platforms like LinkedIn. Analytics from LinkedIn guide our approach, with workshops then enhancing team efficiency. While we use external recruiters when needed, we’re gradually shifting toward a promote-from-within culture. The focus is on metrics, tracking external hires versus internal promotions, ultimately investing in internal talent development to reduce our reliance on external recruitment.
Volex’s journey from 2019 to 2023 highlights the organisation’s adaptability to evolving challenges, a commitment to local and global cultures, and strategic shifts in talent acquisition and development.
If you would like to start a conversation about People & Culture or have insights to share with our audience, please get in touch to start a conversation today.