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Lessons from the Field

REalign: Managing your EVP During Turning Points

& TransitionsSpeakers:Bill EganManager, Corporate & Community AffairsUnited Airlines

Alex PriceCommunity Relations & Corporate ResponsibilityADT Corporation

Transition Stories

The Challenge

Merged with Continental Airlines – Oct 2010

Spin-off from Tyco International - Fall 2012

The Opportunity

Combine programs and leverage the strengths of each

Create new program based on best practices

The “A-ha!” moment

Be flexible. Things change along the way

Old habits and programsdie hard

Managing Programs in Times of Change

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Worlds Most Comprehensive Route Network

5,339 Daily departures

139 million passengers in 2013

380,000 passengers per day

$13 billion in fuel spend per year

374 Destinations (airports served)

233 Domestic destinations

141 International destinations

59 Countries served

Let’s go change the world!

We were a big company that got even bigger

Who bought who? What company do I work for?

Who is my boss?

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Do I even have a job?

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United Houston

UnitedChicago

Do I have to move? Do I want to move?What about my family?

ADT: A Long History, A New BeginningIn 2012 ADT Spun off from Tyco Becoming an Independent Company

1 Assess the current situation

2Develop a plan based on your situation, aimed at a new definition of success

3 Involve company leadership. Obtain senior level buy-in

4 Embed program into the DNA of the “new” entity

5 Take time to evaluate and measure

Explore Key Focal Points

The Standard Playbook

1Getting the lay of the land

Explore Key Focal Points

Assessing the current situation

• Workplace structure• Blending of workforces and culture• Evaluate existing portfolio of partners and

programs

Corporate• Salaried

employees• Full technology

access• Executive skill

sets• Schedule

flexibility

Monitoring Centers• Hourly workforce• Lack internet

and full email capability

• 24/7, with 3 shifts

• Rigid scheduling

Sales & Install• Commission-based• Out of the office

and rarely in front of a computer

• Focused on leads and appointments

# of Employees: 17,000

Office Locations: 200+ Across NA

Customer Base: 7 Million

Brand History: 140 Years

CSR Programs: Blank Slate

Starting from Scratch: Cutting Ties with Past Programs

Diverse Workforce & Structure

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• Large number of partners• Less focused giving

• Fewer partners• Lack of alignment with employee base

Two Cultures….Two Disparate CSR Programs

United/Continental Merger Milestones

Merger Announced

5/3

2010 2011 2012 2013 2014

Talent Selection Process

Loyalty programs(Mileage Plus &One Pass Merge)3/2012

Single passengerService system03/2012

Payroll systemconsolidation

Merger Closes10/1

Unified PilotsAgreement

12/15

Customer service& ramp unified

Agreement10/29

Customer service &ramp outsourcing

begins 10/1

Current situation is a moving target

2Develop a plan based on your situation,

Explore Key Focal Points

aimed at a new definition of success

• Plot your course before acting– Make a plan based on corporate culture and values– Should help partners while furthering business goals

• Program focus & branding• Focus areas aligned with the brand• Decide where this program will live

Moment of Change: Launching New Branded Program

Existing Corporate Brand & Tagline

New Community Service Brand

Always Cares Roll-out: A phased approach

7• 7,000 employees• 12 person committee• Year-round programming

Largest Centers 16

• 2,500 employees• 5 person committee• Quarterly programming

Medium Locations

180• 7,500 employees• 1 coordinator• Programming scaled to size

Smaller Offices

Phase 1 – March-Aug 2013

Phase 2 – Jan-May 2014

Phase 3 – May-August 2014

Respond to critical need

Deliver hope & healing to children & veterans

Inspire the next generation of leaders

Supportco-worker interests

Promote awareness of cultural diversity

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Areas of Focus

3 Involve company leadership

Explore Key Focal Points

Obtain senior level buy-in

• Get c-suite buy-in and feedback– What do they want new iteration of the company

to be about? – How can this program help get us there?

• Have c-suite members be champions of key events

• Interview C-suite and gain their feedback

• Make the business case: CSR supports corporate objectives

• Recruit executive sponsors to help guide the launch

Win Over Key Leaders

• Have them serve regularly with employees

• Showcase your executives leading by example

• Help them connect with nonprofit leadership

Make Them Visible In Your Program

• Anoint senior executives as the ceremonial captains of your big initiatives

• Have them be ambassadors (host lunch & learns, etc)

• Leaders should help with promotion

Appoint Champions To Key Initiatives

d a y

Senior Leader InvolvementCritical for Program Success

4Embed program into the DNA

Explore Key Focal Points

of the “new” entity

• Create program structure to work best for your company• Embed program into employee recruiting and on-

boarding• Include volunteer engagement in the big moments • Leverage company assets & interdepartmental

relationships– HR– Social Media– PR

Our Mission

Make a positive difference by connecting United’s unique resources to the communities we serve

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Hunger

The backbone of the Always Cares program

Always Cares Committees• Competitive application process launched by senior leadership (serving 2-year term)

• Teams of 10-15 at our large centers, 5-6 at medium sized centers, each led by team captains that are HQ’s point of contact

• Each is funded, and submits a quarterly proposal • Each receives full branded kit (tents, table cloths, banners, camera, shirts)

• Provide training for personal and professional development

24 Committees Across North America

SOUTH FLORIDA

900 Employees3 Facilities

Jacqueline Luu Krissy Kennedy

Local Team Captains

Local Committees

5Take time to evaluate and measure

Explore Key Focal Points

• Quantify the value of your program• Gather “before” benchmark data • Conduct follow-up studies to substantiate the internal

impact– Can you piggyback off of any existing external studies?

• Report on program output (hours, events, projects, charity partners, volunteers, etc)

• Monitor PR and social media performance• Identify areas for improvement

• # of first responders engaged in grant program

• % of eligible ADT employees who volunteer

• Total employee volunteer hours

• # of ADT employees serving on nonprofit boards

• Award recognition of program

• Employee retention

• Development of key external relationships

• Stakeholder awareness of ADT corporate citizenship program

• Total visits and registrations on VolunteerMatch site

• Level of ADT participation in industry conferences

Program Measurement

Community Impact (hours, volunteers, projects, partners) 1

Employee engagement and satisfaction2

Consumer awareness of ADT corporate citizenship3

Additional program measurements:

Media impressions of corporate citizenship program(print, broadcast, social)4

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160CharitiesSponsored Events230

13,400Hours of Service

2,700

Employees Volunteered

Year 1 Pilot Program: Output

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Monitor PR and Social Media Performance

84% are somewhat-to-very satisfied with the program

33%Improvement

“ADT is involved in the community from a volunteer and charity perspective.”

“ADT is committed to supporting my involvement within the community.” 28%

Improvement

“ADT's involvement in the community enhances my employee experience.”

12%Improvement

“I am more likely to remain an ADT employee because of our involvement in

the community.”

7%Improvement

Substantiate the Internal ImpactCompare Results from Benchmark and Follow-up

Studies

1 Assess the current situation

2 Develop a plan based on your situation, aimed at a new definition of success

3 Evaluate potential roadblocks

4 Develop alternatives – Be prepared to wait!

5 Involve company leadership. Obtain senior level buy-in

6 Know when to back off

7 Embed program into the DNA of the “new” entity

8 Take time to evaluate and measure

Explore Key Focal Points

The “New” Playbook

Exercise – How would you embrace change?

Scenario:

You work in CSR for a medium sized manufacturing company. A new senior leader comes in (from E&Y) and wants a change to shake up the CSR program. She has done great things in her previous life. The problem is, she favors the types of programs that don’t mirror your company’s culture. How do you navigate the program evolution, knowing these changes are not a fit and will backfire. What do you do?

Assignment:

• Break-up into five small teams, each will be assigned one of the focal points

• X minutes to come up with top three ways you would address focal point, assuming you are face with the above scenario

• Share recommendation with the group

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For more information about the

VolunteerMatch Client Summit:

solutions.volunteermatch.org/summit

clientsummit@volunteermatch.org