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The Change Continuum
3
The Culture Change Journey
New CEO5 principles
Hunter Camps
CAW strikeABC training rollout
EPS for unionized employeesABC practitioners
Q4 leadership rolloutEmployee communications
Top-to-Top Union-Management meetings
Leadership assessments
Hourly Rate Agreements
People strategy
UTU strikeCN’s Negotiations Website Grievance Tracking System
2001
Our Foundation: Five Guiding Principles (HW3)
Our Foundation: Five Guiding Principles (HW3)
USW/IBEW settlementsEmployee DashboardSupervisory coaching
2004
2005
2006
2007
2008
2002
2003
CLMW
book
HW3
book
4
Q4
Sustainable results.
Engaged, committed employees
Q3
Good short-term results. Fearful, uncommitted employees
Q2
Poor results—go out of business.
Contented employees
Leadership Behaviours
(Minimum)
Discretionary Performance
Want-to-Do Performance
Have-to-Do Performance
Res
ult
s
NegativeImpact &
Minimum Results
PositiveImpact
MaximumResults
What we believe inQ4 Leadershipdevelops engaged and committed employees
Q1
Poor results—go out of business.
Disengaged employees
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BA C
Things people do or say
Things people do or say
BehaviourBehaviour
Precede behaviour
Trigger a behaviour to occur
Precede behaviour
Trigger a behaviour to occur
AntecedentsAntecedents
Follow behaviour
Increase, maintain, or decrease behaviour
Follow behaviour
Increase, maintain, or decrease behaviour
ConsequencesConsequences
80%80%80%80% 20%20%20%20%Time
Impact20%20%20%20% 80%80%80%80%
The Science of BehaviourPositive Feedback
Constructive
Feedback
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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
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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Build the foundation,
obtain CEO endorsement
Build the foundation,
obtain CEO endorsement
1 Develop a solid product
Develop a solid product2
Train supervisors
Train supervisors4
EPS – How we Made it Happen?
Learn from a pilot
Learn from a pilot3
CommunicateCommunicateCommunicate
CommunicateCommunicateCommunicate5 EPS sessionsEPS sessions6
Productionand deliveryProduction
and delivery7Report and celebrate
successes
Report and celebrate
successes8
February - March March - April
May - October May - October
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The Product : Scorecard
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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– Scorecards tailored to most functions– Hand-written comments on the scorecard– Ratings related to railroading– Continuously improved the material for the FLS
• 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
Thank you!
Overall Performance
S/C B&W Doc
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Training
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Objectives– 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– 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– 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– 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
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Objectives– 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– 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
ISBN: 0071490671
On CN Story
Available October 2008
Wiley Publishing
EPS
Expected publication
2008 year-end
http://www.wiley.com/WileyCDA/WileyTitle/productCd-0470283831.html
Thank you!
Overall Performance
