IBM Smarter Workforce Summit Toronto 2015: Scoitabank presents: From HR Survey to Driving Performance: Transforming a Survey Program

1. Jacqueline Bukaluk, CPA, CMA, MBA
Vice President, Employee Engagement
April 30, 2015
From HR Survey to Driving Performance:
Transforming a Survey Program
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2. 2
Canada’s International Bank
 Net Income of $7,298
billion
 Serving over 55
countries worldwide
 More than 21 million
customers globally
 Team of more than
86,000 employees
 1st Canadian company
to be named World’s
Best Multinational
Workplace

3. 3
Employee Survey- Highlights
 ViewPoint is an opportunity for all Scotiabankers globally to share what is
working well and what we can do better. The survey takes approximately 15
minutes to complete and is completely voluntary.
 Top box scores for Employee Engagement at Scotiabank, remain not only
above the average financial services norms, but also above the norms for the
top 10% of global financial organizations.
 In Canada, one of the world’s most diverse and inclusive nations, overall
employee engagement at Scotiabank is higher for Aboriginals and Persons with
Disabilities (men and women) as compared to the Canadian average.
 Results at Scotiabank are consistent with an emerging trend with the youngest
employees slightly less engaged.

4. Employee Survey- Challenges
Possible Root Causes of the Challenges
Challenges identified
Survey
Content
Survey
Process
What we do with
the results
Lengthy process for
employees/managers
Lengthy process for HR teams
Perceptions of ‘gaming’
Questionable business value
(Purpose of the survey not clear)
The survey has become an
annual ‘event’
Is not an issue Is somewhat of an issue Is an issue
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5. Opportunities
Challenges Identified Opportunities
Lengthy process for
employees/managers
• Reduce time commitment
• Streamline questions/communications
• Triage reporting/action required
Lengthy process for HR
reps
• Streamline administration and reporting processes
• Create an agile process
• Address matrix reporting
Perceptions of ‘gaming’ • Remove as a measure of individual performance
• Reduce focus on participation rates
Questionable business
value (purpose of the survey
not clear)
• Measure what’s relevant
• Greater accountability for Leaders throughout the year
• Ensure results are actionable
The survey has become an
annual ‘event’
• Review survey frequency
• Ensure results are actionable
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6. Vendor Selection
 One of the steps to evolve our survey, was to investigate leading industry
providers to ensure we have the ‘right’ vendor to meet our needs
 Through this process the current vendor – IBM - was found to be a strong
partner and not a factor/root cause of the challenges that were uncovered
 Work with IBM to evolve the survey and explore potential options to
address the challenges.
Strategic
Fit
Process
Fit
Service
Fit
Partnership Pricing Implementation
Service
Performance
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7. Scotiabank’s Priorities
Sharpening our Focus and Building an Even Better Bank.
Our Leaders have identified three priorities to help drive our results
over the medium term.
 Even more focus on our customers. We have earned the privilege
of serving 21 million customers around the world, equivalent to
serving two-thirds of Canada’s population.
 Leadership: Ensure that we have a deep and diverse talent pool.
 Be better organized to serve our customers while reducing our
structural costs.
Source: Shareholder Speech April 8, 2015
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8. Employee
Engagement
Performance
Enablement
Leadership
Effectiveness
Manager
Effectiveness
Performance
Orientation
Customer
Focus
Customer
Centricity
 Revenue
 Service Quality
 Customer Satisfaction
and Loyalty
 Business growth
 Market Share
 Profit
 Efficiency
 Retention
 Productivity
Confidence in the
Organizations
Future
Customer
Feedback
Promising Future
For Me
Recognition
Respectful
Treatment
Excited about
Work
On-the-Job
Training
Confidence in
Senior Leadership
Scotiabank’s Evolved Survey Model
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9.  Align with Scotiabank’s focus priorities.
 Comparisons with the 2014 survey:
 Correlations – with other questions and with EEI
 Historical results
 IBM research:
 EEI, CFI, PEI, MEI, LEI, typical engagement drivers
 Global FI benchmarks
 Sessions with Business lines, HR Management
Committee.
Approach for change
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10. Five survey versions.
Versions dependent on:
 Canada or International (WFC questions)
 Leadership/non leadership levels
 Countries/companies not on global HRIS
Survey Versions
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11.  Revised themes focused on Scotiabank’s priorities and
the IBM Foundational Model
 37 Core questions (reduced from 52)
 Includes questions for leaders
 Questions are themed by index (for reporting only)
 Benchmarkable
2015 Survey Structure
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12. Efficiencies - Reporting
People Managers (5+ respondents)
 Dashboard report with required
information
 Detailed report
 Comment report
 Action Planner IBM tool for report
retrieval
Leadership Team
 Executive dashboard
Analytics
 New IBM Data Miner tool (self service)
 Ad-Hoc, advanced analysis 12

13. Action Planning
Focus is on actionable questions that add value to
business outcomes
Support
 Use of IBM Action Planner tool is recommended to
people managers, but not mandatory
 New ALQs (Active Listening Questions)
 New SASs (Sample Action Steps)
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14. Driving Performance: Transforming a Survey Program
1. Connect your survey to your Company strategy
2. Get buy-in from leaders at the top
3. Involve your key business partners along the way
4. Low engagement doesn’t need to be the driver to
make meaningful changes to survey design
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