| Date post: | 09-Jan-2017 |
| Category: |
Technology |
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HOW TELUS USED COLLABORATION TO
CHANGE OUR CULTURE AND DRIVE BUSINESS
RESULTS
BRYAN ACKER | @bryan_acker Culture Change Ambassador | TELUS Transformation Office
Culture is your competit ive advantage
Page 2
TELUS is a complex organization
44,000 employees Multiple countries Unionized work
force
More than a telecom
Flexible work styles Diverse age ranges
$12+ billion Vast product lines 13.7m+ customer
connections
Page 3
Why did we need to change?
Flat customer sat results
Frustrating career development process
Command and control model
Employees felt they weren’t being heard
53 58 54 57
0
20
40
60
80
100
2007 2008 2009 2010
TELUS Employee Engagement “Say, Stay, Strive”
How did we really know things we’re bad?
HOW DID WE CHANGE?
Culture is your competit ive advantage
6 TELUS Confidential Customer Experience I Leadership Summit Customer Experience • Page 6
Started with team members and then focused on “YOU”
Continuing to foster our internal culture for sustained competitive advantage
Putting Customers First to provide focus and direction for each role
Putting customers first
became our #1 strategic
priority in 2008
Page 7
We focused on people and culture
Learning
Leadership
Collaboration
Community
Recognition
Pervasive learning model
TELUS Leadership Philosophy
Habitat Social and enterprise tools
We give where we live®
Many options for diverse groups
Transformational drivers
Page 8
Concerns
Collaboration strategy
Employees don’t understand why collaboration is important No easy mapping for improvement Subject matter expertise cannot be shared easily Employees don’t develop the behavioural collaborative practices
needed to fully adopt a new technology
How could this impact our business? Employees only understand how to use collaborative tools to perform specific tasks;
organization won’t develop a culture of collaboration Missed opportunity to develop informal coaching, mentoring and development
communities Without explaining the “why” behind using technology, employee adoption & usage
at risk
Page 9
Structure must enable purposeful collaboration collaboration • Must be meaningful to multiple teams and groups
– Searchable using multiple contexts
– Scale to support various business lines & locations
– Short learning curve
Not all teams and business units are created equal.
Our Needs
The Result
Multiple Learning
Paths Job Families Role
Values Attributes
Work Styles Diversity &
Inclusiveness Safety
Technical Certifications
Page 10
What’s in it for me?
Users need to understand not only why am I learning
this but how can it help me do my job?
FROM THEORY TO
EVERYDAY ACTION
Culture is your competit ive advantage
Page 12
Role model best practices and show the business what is possible
Customers First Group
Enterprise Business
Service 2.0 Group
2
Live Webcast Live micro-blogging Habitat Videos
Page 15
Senior leader buy-in and regular visibility
Are senior leaders role modeling the new collaborative behaviours?
VLOGS BLOGS Microblogs
SVP & President TELUS Retail Ltd SVP Consumer Marketing Rewarding early adopters with breaking news
Page 16
We are NOW open to new ways of learning
17 TELUS Confidential Customer Experience I Leadership Summit
TELUS Collaboration House
18 TELUS Confidential Customer Experience I Leadership Summit
Customers Quest
Page 19
Gamification of leadership development
TELUS Ignite Speed Skating
20 TELUS Confidential Customer Experience I Leadership Summit
200+ unique leadership conversations Strong focus on employee engagement
Addressing both technical and behavioural skills TELUS Ignite Speed Skating
REAL CHANGE
REAL RESULTS
Culture is your competit ive advantage
22 TELUS Confidential Customer Experience I Leadership Summit
53 58 54 57
70 80 83 85 87
0
20
40
60
80
100
2007 2008 2009 2010 2011 2012 2013 2014 2015
TELUS Employee Engagement “Say, Stay, Strive”
“the TELUS employee engagement score
is #1 globally amongst organizations of
similar size and composition”
-AON Hewitt
Industry leading engagement results
Page 23
Happy customers
Lowest number of complaints when compared to other national
wireless carriers in Canada.
Page 24
Curriculum Vitae Submissions
116 022
164 505 201 597
251 000
283 557 301 140
322 570
0
50 000
100 000
150 000
200 000
250 000
300 000
350 000
2009 2010 2011 2012 2013 2014 2015
Page 25
Absenteeism is on the way down
Average Canadian rates TELUS
Year Average all full-time
employees For organizations
with >500 employees For unionized organizations
absenteeism per full-time employee
2015 7.5 9.1 11.1 6.1
2014 7.4 9.0 11.3 6.2
2013 7.4 9.3 10.9 6.5
2012 7.7 8.9 11.0 6.8
2011 7.6 9.2 11.4 7.3
Reduction of ~ 100,000 days/year 7.9
Page 26
Global Leadership in Shareholder Return
Year TELUS’ world ranking vs. incumbent telcos
% points ahead of no. 2 peer
2010 #1 +18
2011 #1 +33
2012 #1 +64
2013 #1 +83
2014 #1 +43
2015 #1 +82
Since 2000, total shareholder return is 338%
Questions?
