IBM Smarter Workforce Summit Toronto 2015: From HR Survey to Driving Performance: Transforming a Survey Program
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Scotiabank aims to enhance employee engagement through a transformed survey program designed to address challenges such as lengthy processes and unclear business value. The revised survey will focus on actionable insights aligned with company priorities, utilizing improvements in vendor partnership with IBM. Leadership has identified key priorities to sharpen customer focus, build diverse talent, and improve organizational structure.
IBM Smarter Workforce Summit Toronto 2015: 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 1
- 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 4
- 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 5
- 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 6
- 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 7
- 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 8
- 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 9
- 10. Five survey versions. Versions dependent on: Canada or International (WFC questions) Leadership/non leadership levels Countries/companies not on global HRIS Survey Versions 10
- 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 11
- 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) 13
- 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 14