1. Monthly Webinar Series
How Edmonton international airport improved engagement From survey to implementation and beyond
June 25, 2015

2. Topic Agenda Agenda Item Time (min) Introduction 2
In the Beginning…the Situation in early 2014 5
EIA Response 15
The TalentMap Process
Overall Results and Update
Q&A
Monica Helgoth
VP Business Development –
Western Region
Norm Baillie-David
SVP Engagement – TalentMap
With Special Guest:
Holly Veiner
Manager, Talent and Acquisition
Edmonton International Airport

3. TalentMap by the Numbers3
15 years in business
7,000+ employee engagement surveys since inception
1,000,000+ employees surveyed
500+ employee engagement surveys annually
Only 1 Focus

4. Technology & Engineering Not-for-Profit & Association
Sample Clients & Benchmark 4
Award Programs
Technology & Engineering
Not-for-Profit & Association
Health Sciences
Financial Services
Other

5. In the Beginning…..the Situation in 2013

6. Situation in 2013 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

7. Why TalentMap was Engaged
Complex organization and issues
Needed simplistic practical approach
Deep dive
TalentMap
Understood complexity
Recommendations - trusted
Experienced
Best practices
Benchmarks
Good fit

8. Engagement Survey Revealed Significant Issues Coefficient Vs
Engagement Survey Revealed Significant Issues Coefficient Vs. Delta To Benchmark 8
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

9. EIA’S RESPONSE

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
Tom
Briefly review timeline - go over slide

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
Executive Team
Immediate
Forward actions
Performance Feedback
Maintain / enhance
Work Environment
Teamwork
Customer Focus
Information sharing
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.

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?
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?

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
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.

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
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.

15. TALENTMAP PROCESS

16. Three Day Intensive Approach
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. Some Focus Group Highlights
Deep-Dive Focus Groups
Some Focus Group Highlights
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”.
Example of a “Mindmap” Used to Identify Root Causes

18. JumpStart Action Planning Workshop

19. Employee Driven Solution Development
JumpStart
Workshop
Employee Driven Solution Development
Creative ideation exercises to help employees develop “action ideas”
Ideas are prioritized
Most promising evaluated and more fully developed.

20. 15 Priority Ideas Evaluated and with Action Plans
Workshop Results
69 Action Ideas
15 Priority Ideas Evaluated and with Action Plans

21. Example Idea General – Airport Tours
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?)

22. PPCO – Pluses, Potentials, Concerns, Overcoming Concerns (Airport Tours)
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

23. IMPROVEMENTS IN EMPLOYEE ENGAGEMENT

24. In 9 Short Months…… Teamwork…………………………………………… 13%
Information and Communication………………..
Innovation……………………………………………
OVERALL ENGAGEMENT…………………………
13%
13% 7% 4%

25. What’s Happened Since? 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

26. Upcoming TalentMap Learning Sessions
Event
Format
Topic
Date
TalentMap Webinar
Live Webinar
The Increase In Popularity Of Pulse Surveys: Do They Make Sense For Your Organization?
July 23rd, :00pm EST
Engaging Your Employees Through A Compelling Organizational Vision
Aug 13th, :00 PM EST
Managing Employee Engagement During Major Organizational Change
Sep 24th, :00 PM EST
How To Improve Engagement Through Better Teamwork (And It’s Not Through “Team-building” Exercises)
Oct 29, :00 PM EST
Register:

27. Thank you! Questions and discussion
Monica Helgoth
VP Engagement – TalentMap West
, x515
Norm Baillie-David
SVP Engagement
, x504
Holly Veiner
Manager, Talent and Acquisition
Edmonton International Airport

28. Jumpstart Workshop Collages