Having read this case, if you were applying for a job at Ocean Spray's corporate headquarters, what
Question:
Having read this case, if you were applying for a job at Ocean Spray's corporate headquarters, what questions might you ask in the interview?
Case Study listed below for reference
CEO, Randy C. Papadellis believes and supports the concept that the solution to Ocean Spray's future viability depends on the organization's ability to introduce "the cranberry to a whole new generation of consumers" (Pressman, 2006). To achieve this goal, the organization is focusing on two objectives that relate to the business case for diversity and the need for greater employee creativity and input: Market PenetrationContinuing to find new uses for cranberries such as the sparkling juice line and Craisin which requires innovative thinking. Market ExpansionIncrease sales in growing international markets, which requires knowledge of the values, preferences and marketing practices of other cultures (Jesse & Rogers, 2006). To complicate matters, in its highly competitive marketplace, Ocean Spray primarily hires and strives to retain people who already have extensive experience in the food and beverage industries, and therefore their employees tend to be older. A 2012 analysis of employee data revealed that the average age of an employee was 47 years old; 10 percent of the corporate workforce was eligible for retirement within 18 months; and 18% by 2014 (Mitchell, 2013). So, the organization was also anticipating significant employee turnover at a time when it needed to aggressively compete in a global marketplace. Because of these issues, it would be to Ocean Spray's benefit to be able to fully utilize the talents and experiences of all of their employees. Creating an Inclusive Organizational CulturethroughLeadership Fortunately, Ocean Spray had already begun its journey towards inclusivity by creating a diversity leadership team, reporting to the CEO, that was comprised of an internal and an external expert: One member was the vice-president of Human Resources who brought years of knowledge about the company and an understanding of its culture; the other was an external consultant who was the CEO of a major diversity consulting firm, who added objectivity and a breadth of diversity management experience to the process. Their work led to the creation of a fifteen member employee group initially called the Diversity Advisory Committee (DAC), whose mission was to be a catalyst for creating awareness of differences and building a culture that values, and respects diversity. All employees received diversity training and the organization solicited feedback on its effectiveness. Unlike many organizations that stop at this point, in 2009, DAC realized that to be more effective, the next step was to focus on achieving employee inclusion. If all employees could feel that they were accepted, regardless of their age, race, gender, sexual orientation, ethnicity, etc., they would be more apt to contribute ideas. This could help to break down communication barriers and unleash greater creativity in product development, in designing multi-cultural marketing initiatives, and also improve the organization's ability to attract and retain experienced talentall of which would contribute to Ocean Spray's business case for diversity. So, DAC changed its title and mission by inserting the term "inclusion" into its name and became the Diversity and Inclusion Advisory Committee (DIAC). Instead of emphasizing the number of employees in social identity categories s that may leave others, such as white men feeling left out, Ocean Spray tried to define diversity more inclusively as "all the ways that we are similar and different from each otherincluding the way that we think" (Mitchell, 2011). One of the issues that surfaced from DIAC's programming was that there were generational tensions among the different age cohorts at Ocean Spray. The organization tended to hire mostly more experienced workers from the food and beverage industry and at that time, 93 percent of their workers were over age thirty. Baby Boomers said that, they did not feel valued and there seemed to be disengagement between Baby Boomers and younger workers (Kradenpoth & Deane Part II, 2010). Just about the same time as this problem surfaced a group of graduate students from The School for International Training in Brattleboro, VT, contacted Ocean Spray looking for a research project for a course. Ocean Spray utilized this opportunity and let the students research this issue. The students conducted phone interviews with the younger employees. The results, combined with Ocean Spray's follow up research, indicated that Generation Y and Generation X employees felt considerably less engaged and included than older workers. Younger employees said that their ideas were often easily dismissed by older managers. This resulted in the formation of an "Idea Resource Team" comprised of younger employees, who were charged with gathering new ideas from the younger workers. Some of the outcomes from this process were identifying technology needs, creating a "buddy program in which new employees are mentored by more senior people from a different work unit, and finding social media marketing opportunities for Ocean Spray. This is an example of how Ocean Spray is serious about being more inclusive of all of its employees, while still capitalizing on the benefits that diversity can bring to as a business case for better ways to manage. Diversity and Inclusion at Ocean Spray Today Ocean Spray is never afraid to be innovative with its diversity and inclusion initiatives. DIAC which was more management driven, has evolved into four employee driven "Culture Clubs." These are somewhat similar to employee resource groups (ERGs), but what is most distinctive about them is that their missions and activities are quite different, member driven, and that these variations are accepted by Ocean Spray's management. While some groups tend to meet the needs of employees and are directed towards self-improvement, career progression and work-life balance issues, i.e., employee needs, others are more focused on business initiatives such as research & development and global business. The Culture Clubs at Ocean Spray Asian ClubHelping Ocean Spray by providing translation services, and an understanding of Asian cultural values in Ocean Spray's efforts to market in Asia. Many members of this group recently spent two days in an off-site meeting with the R&D team to develop new packaging/product concepts for China. Latin ClubIdentifying products that could be successful in Latin American markets where sweeter flavored fruit products are more popular, contributing knowledge of the cultural variations among different Latin American countries; In 2013, Ocean Spray entered into a partnership with a coop member in Chile that will enable the organization to distribute cranberries in bulk in Latin America to be used as ingredients in the production of food products such as ice cream. This group could be quite helpful in the success of this new partnership. Parents Support ClubFocusing on work-life balance issues like getting children to eat healthier, saving for college, obtaining good daycare, etc. WAVE (Women Add Value Everyday)Developing the talents and potential of female employees; exploring issues important to female employees, such as the wage gap; conducting professional development particular to females; participating in webinars for executive women, etc. Ocean Spray has not neglected meeting the specific generational needs of its workers, as well as those needs that crossover age groups. Last year, eighty-two new employees were added at corporate headquarters and 50 percent of these were from Generations X and Y. At the urging of the younger workers, Ocean Spray is installing an on-site gym. The Young Professional is concerned with community relations and sustainability. They will soon be teaching gardening to high school students on twenty garden plots at the Ocean Spray corporate headquarters. For older workers, Ocean Spray provides seminars on planning for retirement and maximizing 401K retirement plans. To create intergenerational gatherings, Ocean Spray sponsors "tailgate" parties in the cafeteria, family ski weekends, field trips to zoos, seminars on buying homes andcondos, etc. Best Practices at Ocean SprayThe Sparking ChangeChallenge This event was created to encourage all employees to share their best ideas with a wider audience than their direct managers, through a "Sparking Change Challenge." Employees form teams of 2-4 members. The teams present their innovative idea for cost savings, marketing, or product innovations to a panel of senior leaders, via a 5-10 minute video or slide show. The best idea receives a $5,000 prize, the second best $3,000, and the third $2,000. The money is split among team members. This past year there were 58 submissions. Conclusion At the end of Ocean Spray's 2012 fiscal year, despite a slow national and international economy, Ocean Spray posted its highest net sales in historyupto 3.2 percent from 2011. For the second straight year, the cranberry and grapefruit cooperative members received premium per barrel prices for their products, and operating profits grew 9 percent. Going forward, Ocean Spray has formed a partnership with Pepsi to distribute products in South America, introducing cherry juice blends to its product line, and expanding manufacturing in MA and PA (Cornelius, 2012). While it would be difficult to attribute all of these positive results just to diversity, clearly engaged employees play a key role in these achievements. Far too many companies say that they "value" diversity and strive for inclusion, but far too few are willing to change to actually leverage diversity as a competitive advantage both for their employees and for their organizations. Ocean Spray has been willing to embrace change, listen to diverse voices and adapt its culture to make diversity and inclusion work both for its employees and the organization."
Accounting Principles Part 1
ISBN: 978-1118306789
6th Canadian edition
Authors: Jerry J. Weygandt, Donald E. Kieso, Paul D. Kimmel, Barbara Trenholm, Valerie Kinnear, Joan E. Barlow