1. Driving Employee Engagement at a John Deere Dealership
With Tracy Ellig, HR Manager at Premier Equipment

2. Today’s Speakers Tracy Ellig, CHRL Ryan Condon
HR Manager, Premier Equipment
15+ years in HR
Large corporation insurance industry HR background
3 years with Premier Equipment HR Manager.
Mom of twin daughters with a fur baby!
CEO, SATISFYD
17+ years customer &Employee Experience
Father of 4 and avid runner

3. About SATISFYD
CX Framework

4. The Promoter Flywheel Loyal Customers Buy more Stay longer
Refer friends
Provide feedback & ideas
Engaged Employees
Are enthusiastic about their work
Provide better customer experiences
Influence other employees
®Net Promoter, NPS, and Net Promoter Score are registered trademarks of SatMetrix Systems, Inc., Bain & Company, and Fred Reichheld

5. of the disengaged employees
Impact
84%
of highly engaged employees believe they can positively impact the quality of their organization’s products, compared with only 31%
of the disengaged employees
72%
of highly engaged employees believe they can positively affect customer service, versus 27%
of the disengaged
68%
of highly engaged employees believe they can positively impact costs in their job or unit, compared with just 19%
of the disengaged
QUALITY
CUSTOMER
COSTS
*What Engages Employees the Most, Ivey Business Journal

6. Premier Equipment
Tracy Ellig
HR Manager, Extraordinaire

7. Premier Equipment
10 Location John Deere dealer organization out of Ontario, Canada
Full service equipment dealership specializing in agriculture, lawn, commercial, specialized grounds care and compact construction equipment
May 2011 Elmira Farm (5) merged with AgraTurf (5)

8. The Beginning When I arrived at Premier Our Convictions Culture
Merger impact (us and them)
Process / Approach

9. Our Convictions
Developing and growing our Leaders so they can in turn grow and lead Premier Equipment into the best possible place to work
The value of all team members and their input
Speaking the truth with compassion
A team environment where employees are empowered to succeed
Continuous improvement and appropriate growth
Integrity, trust and loyalty
Being a positive partner in our communities

10. Starting Employee Engagement Journey
First Steps
Our Convictions
Change Culture / Challenges
Approaches to process design

11. Employee Engagement -Today
Process (Onboarding)
Our Convictions
Culture
Tools (SATISFYD Employee Survey & Leadership Training)

12. Employee Engagement Survey Process
Why did we do it?
Great opportunity to assess alignment to convictions
Create a way for employees to share opinions and be heard
Ensure leaderships and staff had shared perspective

13. Critical Point
If you are going to do an engagement survey, be prepared to act on it and hear everything because you will hear things you never expected to hear.

14. BizPower These questions help determine if your company is operating optimally as far as leadership, execution, creativity and employee treatment
Opportunities
Communication
Leadership Development
Excellence
Interviewing
Beliefs / Values
Living it

15. EmployeePower These questions aims to report how the employees feel about their daily engagement. How they are supervised, work/life balance and future advancement opportunities
Opportunities
Recognition
Pay & Motivation
Excellence
Great Place
Development

16. Taking Measured Action
SATISFYD Provided Prescriptions
Don’t bite off too much
Validating existing initiatives
Communicate to staff – Isn't that Cool?
Selecting future initiatives
Integrating into annual planning
Align to culture / convictions
Getting on the same page
We do things efficiently and well (Benchmark ↑, Previous Year ↓)
Create work teams for identifying processes that can be improved and incent / encourage process improvement
Ensure processes are defined, documented and improved annually
Right long term direction (Benchmark ↑, Previous Year ↓)
Review how leadership direction is communicated to staff
Create process for sharing direction
Engage staff in direction discussions so that they feel heard
Confidence in leadership (Benchmark ↑, Previous Year ↓)
Staff confidence can be a force multiplier.
Identify smalls wins, such as improving a key area of the business or an area identified by this employee survey process.
Reduce staff facing ambiguity in decisions making
Include your team members in goal setting

17. Premier Equipment’s Best Practices
Interviewing
Onboarding
Communication
Performance Managment
Best In Canada

18. Interviewing
Culture starts with making the right hire for both parties
We are interviewing each other
Questions (HR + Technical) and asked around convictions (example)
State expectations
Place I want to work

19. Onboarding New Hire Orientation Within 3 months of hire
Merger (us and them) history
Spend a day with HR Manager
Meet other news hires
High level HR (benefits / perks)
CEO meets and talks about culture
Health and Safety
CEM Lead Dave Moore talks about the customer

20. Communication Quarterly newsletter Internally distributed Share events
Personal events
HR Corner – (i.e. benefits)
BIC Winners
Employee Spotlight (who they are outside of work)
Integrated Strategy
Focus on Social Media (*new)

21. “Best in Canada” Recognition Reinforcement Culture Raising Bar
Comes back to our convictions

22. Performance Management
Difficult to do well
Turning our back violates our convictions
Damaging to culture
Dealing with them the second it happens
Speaking truth with Compassion
Employee improvement opportunity
“New Puppy Training” = Performance Management
Not written down, It didn’t happen – Document everything
Not in employee file, but captured
Collaborative with employee
Discussion
Driving leaders back to the Code of Conduct (*new)

23. Employee Engagement Future
Focus on Leadership Development
Succession Planning
Training and development of non-technical employees

24. Takeaways Get CEO buy-in Channel your HR expertise / training
Small Bites
Failure is expensive

25. Next Steps Create / refine your convictions
Set aligned goals to drive improvement
Employee Engagement Survey
Measure for success

26. Additional Resources
The Impact of Employee Engagement on Performance- HBR
Becoming Irresistible: A new model for employee engagement, Deloitte University Press
What Engages Employees the Most, Ivey Business Journal
the-ten-cs-of-employee-engagement/
Why John Deere Measures Employee Engagement Every Two Weeks!
weeks

27. Special thank you to: Tracy Ellig, HR Manager of Premier Equipment
Presenter: Ryan Condon, CEO of SATISFYD
Contact SATISFYD at: or call