employee engagement during transformation ”living the dream” · 2018-05-02 · employee...
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Employee EngagementDuring Transformation
”Living The Dream”
Scott IrgangDirector of Labor Relations & Employee EngagementPitney Bowes
May 10, 2017
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It is not necessary to change. Survival is not mandatory.
~ W. Edwards Deming
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Pitney Bowes Through Time…
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Our Chronology
• 1920: US Government approves metered mail machines and Pitney Bowes (“PB”) is born
• 1922: PB sells 400 meters
• 1938: CEO Walter Wheeler boycotts a hotel that would not let African-American salespersons stay there
• 1970’s - 80’s: PB sells copy machines, fax machines and buys Dictaphone
• 2015: New strategy, logo, brand
• 2017...?
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Transformation
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Why Transformation?
• 97-year-old Company
• Monolithic market presence + Presort
• 5 CRM (Customer Relationship Management) systems
• Client data base exercise
• International presence vs. global company
• 37 different ledger systems
• Stamps.com*
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The Plan…
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The Goal
• Stabilize mail & retain profitable analog
• Operational Efficiency
• Analog Digital:
➢ Location Intelligence
➢ E-Commerce
➢ Software
➢ Commerce Cloud
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How Do You Get There?
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The Execution
•Sales
•Acquisitions
•Talent Analysis
•Retention and Attraction
•Our Employees on The Journey
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“Transformational Engagement”
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“Employee Engagement matters…and it matters even more to succeed attransformation.”
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The Path (Ernest Shackleton: Antarctica)
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Transformational Employee Engagement
•Understand the Journey
•Role/Contribution
• Enjoy the Team
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Actions Taken
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Value, Strategy and Culture Guide Everything We Do
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ValuesCore Principles that
Guide Decisions It’s Why we
Endure
StrategyDirection that Guides our
Business Plans It’s How we
Unlock Value
CultureMindsets and Behaviors
Necessary toDeliver the Strategy
It’s How we Make it Happen
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VALUE: Why We Endure
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STRATEGY: Bridge to Our Second Century
Reinventmailing
Drive operational excellence
Grow our digital commerce business
TodayDec 2012 202026
Un
lock
Val
ue
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CULTURE: How We Make it Happen
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Non-Monetary Strategy
• GRAT
• Developmental and Experiential EVP
• Internal Branding
• Culture Infusion
• Flexible Work
• Demonstrable Prioritization of Engagement
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The Survey
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Our Approach
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•Full Scale Approach (75 Q’s + Verbatims) + Pulses
•5 Aligned Metrics
•17 Categories•Kiosks+
•18 Languages
•NPS
•Corp Accountability
•Roll-Up•Country Norm vs.
Enterprise
•Manager Effectiveness•YOY vs Hi-Po
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Action Taken ResultFeedback Action Taken
Social Responsibility More Publicized Activities
Performance Management Required Plans and Experiences
L&D Opportunities Awareness, Offerings & Monitoring
Recognition Use of GRAT and Supv. Meetings
Informed about IMPACT Comms. and Manager Support
Benefits Healthy Rewards, Financial Planning
Result
Response to Survey
32
+5 % Points
+3
+3
+3
+3
+3
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2016 Survey Results
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CategoryThreshold(SuggestedRating of 4)
Target(SuggestedRating of 3)
Exceeds(Suggested Rating of 2)
Far Exceeds(SuggestedRating of 1)
Sustainable Engagement
82% Favorable
83 84 85
Client Focus 76 79 81 85
Teamwork 76 79 81 83
Innovation 70 71 72 73
Manager Effectiveness 73 79 84 91
Engagement Metric
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66%
79%
89% 90%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2012 2013 2014 2015
90%
2016
Global Participation Trend
2016: 18 languages; 12,000+ responses; 17,000 unique verbatims 35
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76%80% 83%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2013 2014 2015
Sustainable Engagement Index Trend
83%
2016
Total % Favorable Scores
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71%
74%
78%
66%
68%
70%
72%
74%
76%
78%
80%
2013 2014 2015
Client Focus Index Trend
77%
2016
Total % Favorable Scores
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67%
73%
76%
62%
64%
66%
68%
70%
72%
74%
76%
78%
2013 2014 2015
Teamwork Index Trend
76%
2016
Total % Favorable Scores
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75%
80%
83%
70%
72%
74%
76%
78%
80%
82%
84%
2013 2014 2015
Total % Favorable Scores
Manager Effectiveness Index Trend
83%
2016
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PB vs. Transitional and Global HiPo
Total Favorable Score
Transitional
Companies
Norm
2016 Metric: Sustainable Engagement 83 6*
2016 Metric: Client Focus 77 6*
2016 Metric: Teamwork 76 1
2016 Metric: Innovation 74 11*
2016 Metric: Manager Effectiveness 83 13*
Leadership & Future/Vision 70 6*
Brand Recognition 85 n/a
Communication 78 14*
Impact 68 n/a
Ethics 86 5*
Diversity & Inclusion 86 13*
Empowerment 82 11*
Growth & Development 77 19*
Performance Management 69 10*
Total Rewards 59 11*
Client Promoter 26 n/a
Employee Promoter 35 n/a
Global High
Performing
Norm
-3*
-7*
-7*
2*
5*
-11*
n/a
2*
n/a
-1*
0
1*
-1
-7*
-2*
n/a
n/a
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How to SustainEngagement Levels
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•EMPOWERMENT
The 2016 Drivers of Engagement
•LEADERSHIP & FUTURE VISION
•TEAMWORK
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Reason% Selected
for Attraction
% Selected
for Retention
The people 36 (+2*) 54 (+3*)
Opportunities to learn new skills 49 (0) 40 (0)
Challenging work 43 (0) 40 (+1)
Flexible work arrangements 34 (+2*) 43 (+3*)
Opportunities to advance my career 43 (-1) 29 (+1)
Attraction and Retention
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Who Can Help The Most:
• The person from whom most employees get the info necessary to do their job =
• The person that most connects our employees to Pitney Bowes =
• The person that employees identified as most influencing their individual Engagement levels =
THE MANAGER
THE MANAGER
THE MANAGER
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Transformation Kudos
Winner: Best Business
Transformation award“It's amazing to see, PB, this iconic American enterprise,
transforming itself into a digital, 21st
century company.”
Marc Benioff, Chairman and CEOSalesforce
“… In order to evolve your business like Pitney Bowes has, you have to take advantage of your greatest asset: data. …”
6 Companies That Give Real Meaning to "Digital
Transformation"Published January 2017
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Engagement During Transformation
•Understand the perception•Transparent journey & two-way•Share “baby step” successes•Align behaviors and talent •Manager as channel + leader role modeling• Internal vs. external branding•Exhale, count to 5 and…
•HAVE FUN46
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Thank You
Scott IrgangPitney Bowes
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