Portraits in production: staying relevant

Self-assessment and gap filling

The top-down approach of telling people which skills to acquire is no longer valid. People are more engaged in learning and have much better retention when they pursue skills that interest them. At Hager Group, for our employees and our customers, we provide training and guidance on the skills that are critical for both the company and individuals to succeed. Our employees can re-assess their skills and make decisions about which skill gaps they want to close. This way, they personalise their development while also helping the organisation.

Two colleagues in production shared their learning journey with us.

Neugul Cinar

Neugul Cinar’s career at Hager Group spans almost 20 years. She started in January 2004 doing temp work. Her first experience was sorting parts on a conveyor belt, a task she openly admits wasn’t so interesting. What really caught her eye was the company itself and the possibilities that it offered. She confided that she was a little frustrated not to have been able to finish her studies when she was younger, but she knew she had found a winning opportunity with Hager Group. She instantly identified the company as a place where she could pursue her ambition of learning more and evolving professionally.

We asked her three questions.

Neugul Cinar
Neugul instantly identified the company as a place where she could pursue her ambition of learning more and evolving professionally.

Can you share with us your employment history at Hager Group?

I started off temping in 2004. Within a year, I was part of a team with a permanent contract. I made it clear to my manager at that time that I wanted to develop my skills, learn more and help others. Soon after, I took on the role of Team Facilitator and, when I felt I had learnt all I could, I applied to become a Team Leader. I was so proud to be the first person to make such a move within the factory. Over the years, my confidence and knowledge grew, and I became a Line Manager. In 2018, a Line Manager position came up for a new and much more strategic sector in the factory, and I applied because I love challenges. I got the job, and now I’m in charge of 70 people.

You have changed roles every three years or so. What inspires you to do this?

As I said, I love a challenge, I love what I do, and I enjoy working with people. And when you enjoy what you do, you give it your all. Every day I learn something new. I might not be the most technically minded, but I really appreciate working with people and helping them. My role now is to bring the mix of technical experts together to make sure everything runs smoothly. It’s important to listen to everyone and give them the autonomy to perform their jobs to the best of their abilities. Respect and trust are essential when working with people.

I’m sure it wasn’t all smooth sailing. Have there been any pivotal moments that sparked change?

In 2007 – I remember it clearly as if it was yesterday – I was asked to present what I had done in terms of team organisation to the factory management. I was nervous at first and insisted on presenting my work in my own way. It went very well. I really felt listened to as a member of the production team, and that my opinion and my work mattered. Doing this presentation was a building block for the future. So, when in 2019 I became Supervisor for a new line, in a new sector, with a new team and at the same time studying at Nancy University, it was complicated. There was so much to do and build. To be honest, it was a little overwhelming. But then I recalled my presentation, and the support and encouragement I received, and that motivated me to use everything I had learnt to date – and help us all make the new production line a success.

Krystyna Pacyga

Krystyna has over 20 years’ experience in the manufacturing industry. With a degree in Plastics Processing Technology in hand, her first job was as a process engineer. She quickly progressed to production manager, and her current job is Operations Manager for two sites in Poland. For Krystyna, continuous improvement, courage and learning are the name of the game. These three elements have guided her throughout her career, which has involved participating in continuous improvement projects, managing production line transfers, launching new production lines, visiting other facilities to learn, participating in training herself and training others, taking courses, participating in workshops and doing postgraduate studies.

Krystyna explained that she met the Board of Directors back in May 2022 when they visited Hager Group sites in Poland. It was an enriching experience for her to talk with them about the factory. She was particularly happy to share not only best practices in Poland but also what could be improved. Afterall, any job, whatever the context, is a permanent learning journey and work-in-progress. “To me it is important to belong to a big group and play by company rules, but to be successful at home, we also need to play by Polish rules too. The two are not mutually exclusive and can be complementary, giving us the best of both worlds.”

As with Neugul, we asked Krystyna three questions too.

Krystyna Pacyga
Krystyna has over 20 years’ experience in the manufacturing industry. She is keen to learn best practices from others and also share with the group ones from Poland.

What can you tell us about your career at Hager Group?

I started my career with the company 16 years ago as production line manager. It was an interesting time as the plant was expanding and developing. We were launching new production lines while optimising ongoing processes. After some years, I took on the challenge of managing the entire production department in Tychy. In fact, it was my great pleasure to create an Autonomous Production Unit (UAP) which coincided with launching new industrial projects, such as the MCB (Miniature Circuit Breakers) and RCBO 4PP (Residual Current Breaker Overload) lines.

After taking on the role of coordinator, I later went on to manage production at both Tychy and Sosnowiec. My assignment was to systematise and optimise all production departments. It was especially important to me to break down operational silos; everyone has a role to play, and hierarchy should not hinder progress.

You are now Operations Manager. Please tell me about how you reached this position and any training you had to help you get there?

I am convinced that it was my experience and values that allowed me to become Operations Manager. Courage, respect and reliability are crucial when you are responsible for people and production. With this mindset, nothing is impossible. Working on our self-development is a never-ending process, and I’m convinced that continuous improvements in production are similar in many ways.

Hands-on experience in the factories and the LIFT training programme which gave me deeper insights into aspects of management, leadership and strategic thinking, have both contributed to my work-in-progress learning path and being able to adapt to the company’s needs and those of my teams.

The war for talent is universal – how do you attract and retain workers in Poland?

Hiring new employees with an unemployment level of 4 to 5% in Poland is challenging. We are doing our best to make Hager Group more recognisable as an employer of choice on the local market, and our efforts are paying off. I think that our employees are the best representatives of the entire Hager Group brand. Our people stay because of actions that we have implemented, such as on-the-job training and comprehensive onboarding programmes to help new recruits adapt quickly to the new workplace. The nature of a production site is constantly having to adapt to supply and demand, which we have successfully managed over the last six months despite difficulties to increase the retention rate in our factories. It is only natural to give our employees the opportunity to improve their skills. The growth of the company as a whole and Poland in particular means that our employees can continue their careers within the organisation.