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Wednesday 1a-chess panel

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Trees and Utilities Conference 2017

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Wednesday 1a-chess panel

  1. 1. Increasing worker retention THROUGH EMPLOYEE ENGAGEMENT TREES & UTILITIES CONFERENCE | KANSAS CITY, MISSOURI | SEPTEMBER 2017
  2. 2. Panelists Moderator: Bob Chess – Chief HR Officer, ACRT Laura Ribas– Director of Marketing, Lewis Tree Scott Gunzenhauser – Supervisor, Vegetation Management, City Utilities of Springfield, Missouri Jason Grossman – Manager of T&D Vegetation, Empire District Electric David Martin– Program Manager, Vegetation Management, Kansas City Power & Light
  3. 3. Safety message Daylight Savings Time starts November 5 ◦ Shorter days, more people on the road in the dark ◦ Dangers from impaired vision, fatigue, rush hour traffic, deer ◦ Drive defensibly and avoid complacency
  4. 4. What is employee engagement? It is a commitment to the organization and the energy employees bring to work. It is a key indicator of their evolvement and dedication to the organization.
  5. 5. Engaged employees are generally: ◦ More productive ◦ Deliver higher quality results ◦ Get along better with co-workers ◦ Cooperate more with supervisors ◦ Provide better customer support ◦ AND . . . Are more likely to stay in their jobs
  6. 6. How do you know if your employees are engaged? MEASURE IT!
  7. 7. Employee Engagement ◦ Annual engagement survey – ACRT 6 Years Provides Year-to-Year Comparisons/Trends ◦ Strategic objective – “A Great Working Experience for Our Employees” ◦ 88 statements A B C D Strongly Agree Agree Disagree Strongly Disagree ◦ Measure “positive” or “negative” responses to each statement ◦ 85% - 92% participation rate
  8. 8. Employee Engagement ◦ Pride in job ◦ Organization culture ◦ Communication ◦ Opportunities for development ◦ Relationship with supervisors ◦ Relationship with leadership ◦ Safety ◦ Nature of work ◦ Relationship with co-workers ◦ Recognition and appreciation ◦ Role definition and expectations 11 major content areas measured
  9. 9. Employee Engagement Four open-ended questions ◦ What are the things about ACRT that make you like working here? ◦ What would you change at ACRT to make this a better place to work? ◦ What positive changes have occurred since the survey you took last year? ◦ What other issues/concerns are important to you that were not specifically addressed in this year’s survey?
  10. 10. Employee Engagement Reporting groups ◦ Company ◦ Division ◦ Location ◦ Service ◦ Age ◦ Job Classification ◦ Manager
  11. 11. Employee Engagement Post-survey activities ◦ Results posted in company newsletter ◦ Managers share company and local results with employees ◦ Feedback sessions conducted with employees ◦ Action plans developed by each manager for their group ◦ Corporate actions plans developed
  12. 12. Communication LAURA RIBAS| LEWIS TREE
  13. 13. A job done right. A culture of caring.
  14. 14. Creating employee engagement through Communications A quick story on how the Lewis Tree Service HR team supported the field operations team during Hurricane Irma
  15. 15. Corporate Field operations Inclusive communication promotes engagement and retention Families
  16. 16. Ways to improve communication 1. Inclusiveness: Bringing the employee into solution o Employee safety committees and employee staffed o Problem solving sessions—letting them know they’re valued 2. Executive Presence: “Footprints in the Field” where corporate employees are encouraged to visit field operations 3. Company Newsletter and Social Media: Photos and stories from the field shared with employees and our families o Customers are celebrated o “Job Done Right”
  17. 17. Ways to improve communication 4. Communicate that the sky’s the limit: Strengthen culture by acknowledging advancement and growth opportunities 5. Personalized communication: Personal notes and medallions—from the CEO—that recognize and thank employees for achievements 6. Family: Regional benefits meetings are held in the evenings encouraging spouses to attend
  18. 18. Learning & Development SCOTT GUNZENHAUSER| CITY UTILITIES OF SPRINGFIELD
  19. 19. Professional development ◦Orientation ◦Customer care ◦Stepping Stones ◦Stepping Stones II ◦Leadership CU ◦Professional Growth ◦Education Assistance ◦Fred Pryor Seminars ◦Safety Days
  20. 20. Technical development ◦ Vendor training sessions ◦ Online classes ◦ Speakers ◦ Technical training classes
  21. 21. Compliance Training ◦ First Aid ◦ CPR ◦ NERC regulations ◦ Hazardous materials ◦ Confined space ◦ PPE ◦ Job assessments
  22. 22. Recognition & Rewards JASON GROSSMAN| EMPIRE DISTRICT ELECTRIC
  23. 23. Recognition ◦ Research shows that recognition drives employee motivation on a day-to day level, rather than monetary rewards ◦ Top 5 most productive crews ◦ Customer compliments
  24. 24. Rewards ◦ A reliable way to motivate employees, but it provides short-term results ◦ Production challenge  $430,000 increased production  $33,00 rewards
  25. 25. Teamwork DAVID MARTIN| KANSAS CITY POWER & LIGHT
  26. 26. Utility Building a culture of teamwork
  27. 27. Building a strong team that includes trust is dependent on engaged employees of both contractors and utilities for their shared customer satisfaction goals.
  28. 28. Utility and Contractor relationship ◦ Goal Alignment Utility Manager and Contractor are dependent on each other ◦ Culture Counts Relationship that goes beyond contractual agreements Flexibility across work groups
  29. 29. Utility and Contractor relationship Value in developing a contract strategy: ◦ Favor contracts that create workforce stability ◦ Drives value in long-term employment ◦ Increases production and safety deliverables ◦ Important to tie deliverables to goals in contract language
  30. 30. Contractors & Customers ◦ Contractors are the face of the Utility Contractors interact with customers more than utility employees Annual customer service training and direction to contractors ◦ Recognition builds a better team Utility benefits by sharing customer praise with contractor Pass it on: Pat on the back, lunch, talk about positive examples when possible
  31. 31. Utilities & Customers ◦ Utility claims process Demonstrate teamwork when dealing with claims Trust is eroded when contractor becomes the scapegoat ◦ Customer satisfaction surveys Utility can gauge contractor/customer interaction Review feedback during contractor evaluation process to find solutions for improvement when needed
  32. 32. Questions? Moderator: Bob Chess – Chief HR Officer, ACRT Laura Ribas– Director of Marketing, Lewis Tree Scott Gunzenhauser – Supervisor, Vegetation Management, City Utilities of Springfield, Missouri Jason Grossman – Manager of T&D Vegetation, Empire District Electric David Martin– Program Manager, Vegetation Management, Kansas City Power & Light

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