Transcript Culture Change Initiatives Implemented at CN Les Dakens [email protected] 416-780-0052 The Change Continuum.

Culture Change Initiatives
Implemented at CN
Les Dakens
[email protected] 416-780-0052
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The Change Continuum
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The Culture Change Journey
USW/IBEW settlements
Employee Dashboard
Supervisory coaching
UTU strike
CN’s Negotiations Website
Grievance Tracking System
EPS for unionized employees
ABC practitioners
Q4 leadership rollout
Employee communications
Top-to-Top Union-Management meetings
CAW strike
ABC training rollout
New CEO
5 principles
Hunter Camps
2003
Leadership assessments
Hourly Rate Agreements
People strategy
2008
2007
2006
2005
2004
2002
2001
Our Foundation: Five Guiding Principles (HW3)
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What we believe in
Q4 Leadership
develops engaged and
committed employees
Want-to-Do
Performance
Discretionary
Performance
Results
Maximum
Results
(Minimum)
Q3
Q4
Good short-term
results. Fearful,
uncommitted
employees
Sustainable results.
Engaged, committed
employees
Q1
Q2
Poor results—go out
of business.
Disengaged
employees
Poor results—go out of
business. Contented
employees
Negative
Impact &
Leadership Behaviours
Minimum Results
Positive
Impact
Have-to-Do
Performance
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The Science of Behaviour
Positive
Feedback
A
B
C
Antecedents
Behaviour
Consequences


Precede
behaviour
Trigger a
behaviour to
occur

Things
people do or
say


Constructive
Feedback
Follow
behaviour
Increase,
maintain,
or decrease
behaviour
80%
Time
20%
20%
Impact
80%
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The Facts about EPS
 Trained 40 HR representatives who delivered 155
sessions in 22 locations to 1,700 leaders
 Produced over 55 different scorecards in both official
languages
 Involved 18,500 unionized employees represented
by 7 different unions in Canada and 16 in the U.S.
 Included 150 corporate and individual measures
linked to several corporate and departmental systems
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 Reached 96% completion rate in year 1 with over 80%
employees rated as Outstanding or Skilled Railroaders
 Delivered within 9 months, with a core team of 9 individuals
 Not used or referred to in discipline process
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EPS – How we Made it Happen?
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Build the
foundation,
obtain CEO
endorsement
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Develop a
solid product
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February - March
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5
Train
supervisors
Learn
from a pilot
March - April
Communicate
Communicate
Communicate
May - October
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EPS sessions
May - October
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Production
and delivery
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Report and
celebrate
successes
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The Product : Scorecard
Objectives
– Make the Five Guiding Principles real and relevant to each employee
– Recognize employee’s performance
– Provide a roadmap for the dialogue
Keys to success
–
–
–
–
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Scorecards tailored to most functions
Hand-written comments on the scorecard
Ratings related to railroading
Continuously improved the material for the FLS
Overall Performance
Thank you!
• From a two-page scorecard, added a definition page
• From verbal key messages, produced supporting documentation
What to avoid
–
–
–
–
Introduce new measures
Validate scorecards with too many leaders
Large committees
Rush to rollout without checking data.
• No cross-check of systems
S/C
B&W
Doc
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Training
Objectives
–
–
–
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Understand the scorecard and its purpose
Anticipate employee’s reactions
Prepare and conduct an effective and positive session
Provide employee’s performance feedback
Keys to success
?
– Provide one-day training to all FLS
– Learn and adjust quickly, even during the pilot
– Continuously improve the training material
• From a ‘How to document” to a video
• From a paper document to a training job aid
– Include role plays - practice, practice, practice
What to avoid
– Associate role plays and scorecards with specific functions
– Assume supervisors’ understanding of group measures
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Communication
Objectives
–
–
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Explain the “Why”: continue the culture change process and engage all railroaders
Build better supervisor-employee dialogue
Recognize Outstanding Railroaders
Explain the “Why” to different audiences
Keys to success
?
– Immediate public recognition and monthly thereafter
– Share employee’s feedback with FLS
• “I have worked for CN for 30 years and have never had a one-on-one review. It’s about
time, great stuff, extremely positive!”
• “It felt good to be formally recognized for my good work.”
– Inform union leaders early in the process
• In response to employees asking for more feedback and recognition, not about discipline
• Employees are employees first, union members second
What to avoid
– Rely on local leaders for employees’ communication and assume communication
tools will be used
– Share happy stories only
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Session
Objectives
–
–
–
–
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Understand the Five Principles and how each employee contributes
Engage employees in the business
Clarify expectations
Provide feedback
Recognize contributions and identify those who need coaching
Keys to success
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– Start with Outstanding Railroaders
– Listen and follow-up on suggestions and ask employees
what they need for success
– “All about me”
What to avoid
– Emphasize on group measures interpretation instead of dialogue
– Focus on data instead of on the employee’s contribution
– Meet employees without preparation, i.e. review employee’s file
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Delivery – Behind the Scene
Objectives
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Gather data from various functions and systems
Produce scorecards two weeks after each training session
Centralize production, compilation and reporting
Automate production
Keys to success
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–
–
–
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Start with large functions
Coordinate with regional partners
Reach out – People are there to make it happen
Timely reporting
What to avoid
– Assume accuracy of data
– Assume supervisors will come forward if a group is omitted
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Want to Know More?
On the science
On CN Story
EPS
Overall Performance
Thank you!
ISBN: 0071490671
Available October 2008
Expected publication
Wiley Publishing
2008 year-end
http://www.wiley.com/WileyCDA/WileyTitle/productCd-0470283831.html
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