How EIA Improved Engagement
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In 2014, EIA conducted its first employee engagement survey with TalentMap. The results clearly showed that stresses and change over the previous year had taken their toll on employee engagement, which was 11% below the benchmark average. Less than one year later, a subsequent “pulse” survey showed significant improvement in engagement, and double-digit increases in the key drivers of engagement which were actioned.
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How EIA Improved Engagement
- 1. HOW EDMONTON INTERNATIONAL AIRPORT IMPROVED ENGAGEMENT FROM SURVEY TO IMPLEMENTATION AND BEYOND Monthly Webinar Series June 25, 2015
- 2. 2 Topic Agenda Item Time (min) Introduction 2 In the Beginning…the Situation in early 2014 5 EIA Response 15 The TalentMap Process 15 Overall Results and Update 5 Q&A 5 Norm Baillie-David SVP Engagement – TalentMap With Special Guest: Monica Helgoth VP Business Development – Western Region Agenda Holly Veiner Manager, Talent and Acquisition Edmonton International Airport
- 3. 3 15 years in business 7,000+ employee engagement surveys since inception 1,000,000+ employees surveyed 500+ employee engagement surveys annually Only 1 Focus TalentMap by the Numbers
- 4. 4 Sample Clients & Benchmark Award Programs Technology & Engineering Not-for-Profit & Association Financial Services Health Sciences Other
- 5. In the Beginning…..the Situation in 2013
- 6. Completed expansion in 2012 Shifting focus from “build” to “fill” End stages of requisite org design Stability in people resources New talent strategy Legacy issues Situation in 2013 6
- 7. Complex organization and issues Needed simplistic practical approach Deep dive TalentMap • Understood complexity • Recommendations - trusted • Experienced • Best practices • Benchmarks • Good fit Why TalentMap was Engaged 7
- 8. Engagement Survey Revealed Significant Issues Coefficient Vs. Delta To Benchmark 8 Compensation Work Environment Performance Feedback Professional Growth Work/Life Balance Information and Communication Teamwork Innovation Customer Focus Immediate Management Executive Team Organizational Vision Strong Engagement Driver Weak Engagement Driver Worse Than Benchmark Better Than Benchmark • Engagement 11% below TalentMap Benchmark • Key issues with teamwork, communications (silos), and culture of innovation. • Change fatigue from renovations and org. restructuring. • Executive Team blamed for low morale
- 10. Engagement Survey - Launch • February – survey distributed • March - TalentMap compiled results • April - results shared with EMC • May – results shared with SMT & all Managers • June – results shared with all employees • July – EIS update. Individual SBU & Division results sharing. Approach planning. • August – consultation with TalentMap, defined approach • September – SBU Talks & Employee Task Force • October –Employee Task Force share action plan with CEO • November – Pulse Survey & action plan • December / January – Results sharing of Pulse Survey
- 11. Our Approach Engagement Drivers Lowest Scores Strengths Professional Growth Maintain focus / deliver Communicate Employee Task Force – sub topic Information & Communication Employee Task Force Compensation Communicate / inform Innovation Employee Task Force Executive Team Immediate Forward actions Performance Feedback Maintain / enhance Employee Task Force – sub topic Work Environment Employee Task Force – sub topic Teamwork Employee Task Force Customer Focus Communicate Information sharing
- 12. Immediate Action • Leadership visibility – Management led – HR support – Management by walking around • Commitment to listening & sharing, spontaneous, random • Facilitate engagement opportunities & create approachability • Sharing & receiving information directly from the front line – Exec profiles • Personalizing • Get to know our Executives – Creating transparency • Communication – HR led – Comms support– – People promise – Communicate often – Be transparent – New & existing tools – What & how?
- 13. SBU Specific • SBU specific – VP led – Talent Map Consult SBU insight / support – Individual sessions with each VP - discuss • Their results • Implications for their specific SBU • How to undertake effective action planning with employees – Series of tailor-made directions on action planning summarized in brief memo addressed to relevant VP
- 14. Corporate • Corporate / cross-functional – HR support – Employee led – Employee Task Force - Talent Map facilitate Three small (8-10) employee groups for each identified engagement areas – Main Topics: Innovation, Teamwork, Information & Communication – Sub Topics: Professional Growth, Work Environment, Performance Feedback • Understanding of issue root causes, preliminary idea generation and action planning to identify quick wins and recommended actions – Workshop – Talent Map facilitate Jumpstart High Intensity Action Planning Workshop • Build upon and expand individual task force action plans • Develop final action plans (including accountabilities & timelines) to improve engagement along each of the engagement drivers identified – Each task force will “own” their action plan and be accountable for its implementation moving forward • Present to Tom (CEO) in October • Share with EMC
- 16. Three Day Intensive Approach 16 Deep-Dive Focus Groups •Cross-functional – Involve Employees from Across the Organization •Identify Root Causes for Issues Senior Leadership Consultations •1:1 with Senior Leaders to Discuss Issues •Guidance, Review and Critique Action Plans JumpStart Workshop •Full-day Workshop with ~ 40 employees. Cross functional. •Focused Creativity and Idea Generation •Prioritization, Convergence, Evaluation, Implementation Plan
- 17. Decisions take a long time to make as managers don’t want to accept accountability, resulting in many last-minute rushes and inability to include all necessary participants in team efforts. Shift work and remote sites make face-to- face collaboration more challenging Culture of secrecy and lack of transparency causes lack of trust between business units People genuinely don’t know each other so it is easier not to consider them when planning and executing tasks Worse still, front-line employees feel they are rarely, if ever, consulted on areas where they feel they have experience and expertise, often resulting in costly “re-dos”. Some Focus Group Highlights 17 Example of a “Mindmap” Used to Identify Root Causes Deep-Dive Focus Groups
- 19. Creative ideation exercises to help employees develop 50-75 “action ideas” Ideas are prioritized Most promising evaluated and more fully developed. Employee Driven Solution Development 19 JumpStart Workshop
- 20. 69 Action Ideas 15 Priority Ideas Evaluated and with Action Plans Workshop Results 20
- 21. Example Idea Name your idea: _______________________________________________________ Description (What is it? How does it work? What are the main features? What area does it focus on…marketing/promotion/display/etc.?) How Does It Achieve Higher Employee Engagement? Tours of facility New employees Changes to facility Understanding of our facility and who takes care of what What our challenges are and who does what and how things impact other departments Illustration Primary Benefits (How does this solve a problem or deliver a need?) General – Airport Tours
- 22. PPCO – Pluses, Potentials, Concerns, Overcoming Concerns (Airport Tours)Pluses What do you like about idea right now? Be direct, honest and specific • Engagement – feel part of the EIA family • Educational • Meet an entire department • Relaxed/casual environment • Takes less time/20 people can meet 20 people at once Potentials What opportunities might this new idea open up? What might be potential spin-offs for future growth? • Creates a more efficient environment • Opens up communication • Create ideas for process improvement Concerns Express your concerns-open-ended questions that offer a possible direction for future development: How to…. How might… In what was might we…. • Nobody has time for that • Aligning schedules • Protective of turf/afraid people would point out deficiencies Overcome Concerns Review list of concerns Choose most important one and create 3-5 ways to overcome Continue until all concerns have been addressed • Keeping tours short • Organized well in advance • Share the benefits of the tour so people are less resistant
- 24. Teamwork…………………………………………… Information and Communication……………….. Innovation…………………………………………… OVERALL ENGAGEMENT………………………… In 9 Short Months…… 24 13% 13% 7% 4%
- 25. Fully established Engagement Committee Building trust • Listening • Implementing ideas Commitment from all leaders • Senior Leadership Team ownership Ownership of ideas BoD support 2nd full survey September Innovation sprouting What’s Happened Since? 25
- 26. Event Format Topic Date TalentMap Webinar Live Webinar The Increase In Popularity Of Pulse Surveys: Do They Make Sense For Your Organization? July 23rd, 2015 12:00pm EST TalentMap Webinar Live Webinar Engaging Your Employees Through A Compelling Organizational Vision Aug 13th, 2015 12:00 PM EST TalentMap Webinar Live Webinar Managing Employee Engagement During Major Organizational Change Sep 24th, 2015 12:00 PM EST TalentMap Webinar Live Webinar How To Improve Engagement Through Better Teamwork (And It’s Not Through “Team-building” Exercises) Oct 29, 2015 12:00 PM EST Upcoming TalentMap Learning Sessions Register: www.talentmap.con/events
- 27. THANK YOU! QUESTIONS AND DISCUSSION 27 Monica Helgoth VP Engagement – TalentMap West mhelgoth@talentmap.com 1-888-641-1113, x515 Norm Baillie-David SVP Engagement nbaillie-david@talentmap.com 1-888-641-1113, x504 Holly Veiner Manager, Talent and Acquisition Edmonton International Airport hveiner@flyeia.com
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Editor's Notes
- Tom Briefly review timeline - go over slide
- Now we know what to focus on….how does that translate to actions? Holly speak to slide and invite Tom to speak directly about the Executive Team Go over each item briefly and explain how we will be approaching each individual dimension. See example of each below: For those things that we’re doing well we’re going to make sure we keep doing well and don’t let our foot off the gas. We’re thrilled to hear our performance feedback process is starting to come together. That doesn’t mean, since it’s one of our strengths, that we’re going to stop all efforts. It means that we’re going to keep on listening, take every opportunity, and be better and better at it. We’re passionate about giving feedback, and know that we need it to continue to grow and be better at what we do. Professional growth is our number one driver of engagement. Our career development planning initiative was aimed specifically at drawing out what areas you want to develop in. We’ll be asking more about that…such as what worked well in our development planning process? Did it meet your expectations? What can we do different/better? Executive Team was one of our lowest scores. We’ve begun to take immediate action in this area, restructuring to provide more opportunities and time to connect with employees. What will happen with those other areas? – the medium/low priority dimensions? – What we’re heard through the survey is that we’re doing “ok” in these areas. These play an important role in our values and our success, we’ll continue to keep moving forward and strive for improvement as in everything we do. They just won’t be part of the initial action planning.
- Tom to speak to Leadership Visibility – pass over to Holly for Communication Tom’s speaking notes: For those items that are most important to us (and we’re not doing so great at) we need to take immediate action. And where that immediate action is specifically driven from a certain area or group, e.g. Executive Team or Information and Communication, we’ve been working behind the scenes to address those gaps. Our Executive Team has committed to being more available for you, and we’re asking that you be more available to your teams. We all need to commit to getting to know our employees, their goals, their stressors, what excites them and how they each define success. All that happens by talking to people. We need to ask our employees how we're doing in their eyes. I know it can be difficult to request employee feedback, and it can be equally if not more challenging for an employee to give an honest response. Something that I’ve done that gets the conversation started is to say "It's one of my goals to constantly improve myself as a manager. What would you like to see me do differently? What could I be doing to make your job easier?” It’s also great to personalize people, get to know them. It can make them more approachable. We’re going to start this by sharing more about our executive team. What makes them laugh? What stories of success or moments they would rather not share?
- Tom We have continued to engage the services of Talent Map’s while we build on internal skills, and understand what the engagement survey is telling us. As part of that support from Talent Map we will be holding one-on-one sessions with Talent Map and each VP. Ask more from your VP. Ask how you can get involved.
- Holly Where we need your help we’re making a call out to you. We will be running a series of Task Forces the end of September. These Task Forces will discuss those topics / dimensions that we need your help with (read off slide). They will be comprised of a cross section of employees who are interested in making a difference. While we have a few folks who have come forward and signed up, we still need more. What does being involved mean? Actively participating in discussions and providing insight Represent their team and being their voice Being involved first hand in planning for improvements Reporting back and being part of the actions Being part of shaping the culture that we aspire to be Time involved? 1.5 days end of Sept .5 day in Oct to present to EMC Monthly meetings (approx 1 hr) to check in Please let Holly or Heather know who from your team is interested in participating in one of these Task Forces.