BMO Employee Survey 2015

BMOPulse 2015 results

Confidential

Unit of ABBAS,ABRAHAM

ABBAS,ABRAHAM

June 8, 2015

2

BMOPulse 2015: Table of contents

Introduction

Overview 3

How to use this report 4

Highlights: Your team’s results

Dashboard 6

Key drivers of employee engagement 7

Competitive position versus Financial Services industry 8

Competitive position versus leading companies 9

Competitive position versus 2014 10

Key strengths 11

Key opportunities 12

Supplemental questions 13

Competitive strengths & opportunities 14

Turn your results into action 15

High Level Milestones 16

Detailed results

Comparing your results to other groups

– Comparison to other managers – EEI

– Comparison across direct reports

– Participation

18

Results for all survey questions 21

Intent to stay 27

3

Introduction: Overview

What’s important for BMOPulse 2015?

Managers with seven or more survey respondents on their teams receive results. If this is the first time you have received an employee survey

report or if you are looking for support to understand your results, please visit the BMOPulse section of the HR intranet.

BMOPulse reports on the current level of engagement for your team and provides insights about what specifically drives engagement in your

business group. This helps you understand the strongest levers you can use to make your team a great place to work and foster a high-

performance culture that will set your team apart.

Your dashboard is a snapshot of your results and how they relate to important strategic priorities for BMO: our Customers, Productivity, and

Leadership.

Your results are presented relative to internal and external data. You can see where you stand compared to BMO as a whole, you peer group and

your overall business group, as well as relative to the average score of financial institutions and the scores of leading companies that are role

models of employee engagement.

If your unit received a survey report last year, your results will include trending from last year. Trend data shown throughout the report allows you to

understand the progress you have made over the past year.

Welcome to BMOPulse! At BMO, we want every employee to be passionate and excited about being a part of our company – to truly care about what we do and how we make a

difference in the lives of our customers.

BMOPulse provides insights about what matters to your team. By listening, understanding and acting on what employees tell us, we’ll continue to make

BMO a great place to work and foster a culture that sets BMO apart.

https://hrintra.bmo.mphro.com/opencmslive/bmocms/en/working-at-bmo/cultures-and-values/bmopulse/

4

Introduction: How to use this report

Review your dashboard

a) Review your Employee Engagement Index (EEI) score and EEI

components.

b) Look at the top drivers of engagement, and note how the results

have changed since last year and their relativity to external

benchmarks.

c) Review the results in the “employee value proposition” section, to

see how your team members rate the items employees expect, at

a minimum, from their employer.

d) Review the scores for key strategic areas of focus:

Customer, Productivity and Leadership.

e) Consider your overall competitive position, compared to

the average of other financial institutions

leading companies

Add to the story

a) Review the full list of key drivers on page 7.

b) Review how your results for each section of the survey compares

to the average of other FIs, leading companies and last year’s

results.

c) Review the highlighted strengths and opportunities.

d) Review the full list of questions, and comparisons.

Develop key take-aways

a) Consider how your key strengths and opportunities relate to your

EEI and key drivers of engagement

Employee value proposition (employees’ basic needs)

Strategic areas of focus: Customer, Productivity and

Leadership

b) In your own words, identify the one or two areas you want to

focus on for discussion with your team and your manager.

Take timely action

a) Prepare to discuss your results and insights with your manager

and your team in a timely manner.

b) Talk about the findings: share the dashboard, key slides, and

determine your priorities with input from your team. Remember to

encourage participation and feedback by asking questions and

listening.

c) Seek agreement on priority actions.

d) Create your plan for action with your team.

e) Implement the plan and communicate that you have followed

through.

f) For tools and information to help you, visit the BMOPulse

section of the HR intranet.

1

2

3

4



5

Introduction: How to use this report – understanding your dashboard

The dashboard is your “go-to” slide. It helps you quickly view and understand the key results for your team. Our goal is to become a leading company in

employee engagement in order to drive a sustainable competitive advantage. The dashboard shows how your results compare to results from last year if

your unit could be mapped (v 2014), and relative to the average of North American and global financial institutions (v FIs) and the 75th percentile across all

industries (v leading companies).

This box shows your

Employee Engagement

Index (EEI). EEI measures

the overall result of how

engaged your employees

are at BMO. These are the questions that

make up your primary

drivers of engagement. This

makes them the strongest

levers you can use to improve

engagement in your team.

They are specific to your

business group and they are

statistically predictive of high

employee engagement.

This box illustrates the percentage of employees

on your team who participated in the survey

Three areas of focus are

critical to our success as a

company: Customer,

Productivity and

Leadership. This shows the

overall average agreement

score for the questions in

each area of focus, and the

results for each related

question.

These are the questions

that make up the

Employee Engagement

Index (EEI).

These five agreement

scores are averaged

together to calculate your

overall EEI (as shown in the

box above).

Employee value proposition represents the “table stakes” of what

employees expect from their employer. This illustrates the percentage of

agreement for the categories of questions that relate to the employee value

proposition such as recognition, fairness, and opportunities to grow.

This box shows your overall

competitive position. It compares your

agreement scores for all the survey

questions for which we have external

data (60 of 65 questions), relative to

both the average of North American

and global financial institutions (FIs)

and the 75th percentile from across all

industries (leading companies).

A positive number means that, overall,

you are leading the competition.

EEI

EEI

questions

Participation

Primary drivers of engagement Competitive

position

BMO’s strategic focus

Employee value proposition

Overall: With the exception of the

participation rate, all of the percentage

scores in the dashboard are

agreement scores. This represents

the percentage of employees on your

team who agree or strongly agree.

6

For more information on how to interpret your dashboard, including definitions of terms, please go to the BMOPulse section of the HR intranet

Highlights: Your 2015 BMOPulse dashboard

BMO’s cust.

focus

motivates

me

Primary drivers of employee engagement for US P&C Engagement

Participation Employee value proposition

BMO’s strategic focus

Customer

10

completed

the survey

Recognition Reward Employee

voice

Opportunities

to grow Fairness Inclusivity My job

Customers

are top priority

BMO considers

customers

in all we do

Productivity

BMO’s focus

on customers

motivates me

Innovation

Empowerment

Competitive Position

Employee Engagement

Index (EEI)

Company

effectiveness

Team

effectiveness

Process

effectiveness

I have

confidence in

the future

My career

goals can

be met at

BMO

BMO is

making

changes to

compete

Survey will

be used to

make

change

96%

+18 vs 2014

+10 vs Leading

90% 89%

82%

-1 vs 2014

-1 vs Leading

98%

+13 vs 2014

+20 vs Leading

83% -17 vs 2014

+17 +11

Leadership

BMO senior leaders

Relationship with manager

90% 90% 80%

My manager…

trusts and

respects me

helps improve

my performance

gives picture how

work supports co.

80%

70%

I trust my manager

Manager does

a good job

90%

100% 100%

BMO is

effectively

managed

Their actions

match what

they say

I have

confidence in

future of BMO

100% I have

confidence in

BMO leaders

-12 vs 2014

N/A vs Leading

+7 vs 2014

+20 vs Leading

-3 vs 2014

+8 vs Leading

+15 vs 2014

+15 vs Leading

+10 vs 2014

+13 vs Leading

+7 vs 2014

+10 vs Leading

+2 vs 2014

+15 vs Leading

-6 vs 2014

+2 vs Leading

+6 vs 2014

+14 vs Leading

-5 vs 2014

+6 vs Leading

+7 vs 2014

+30 vs Leading

100% 80% 90% 80% 90%

95% 93% 90% 77% 91% 78% 90%

I would

recommend BMO

products/services

I am satisfied

with BMO

I am motivated to

go above and

beyond

I feel proud to

work for BMO

100%

I would

recommend BMO

as a place to work

90%

100%

90%

100%

+8 vs 2014

+13 vs Leading

+2 vs 2014

+13 vs Leading

-2 vs 2014

+7 vs Leading

100%

90%

80%

90%

96%

84%

85%

88%

Your scores versus external

companies

FIs Leading



7

Primary driver

I have

confidence in

the future 100%

Primary driver

BMO’s cust.

focus motivates

me 80%

Primary driver

My career goals

can be met at

BMO

Primary driver

BMO is making

changes to

compete

Primary driver

Survey will be

used to make

change 90%

Secondary driver

My job makes

good use of

my skills

Secondary driver

I feel secure in

my job

Secondary driver Secondary driver

BMO

communicates

to employees

90% 80%

100% 100% 90%

Key drivers are the questions on the survey with the strongest, predictive relationship to employee engagement. They are specific to your business

group. This makes them the strongest levers you can use to improve employee engagement in your team.

Highlights: Key drivers of employee engagement for US P&C

100%

Using the drivers to improve engagement

The key drivers are based on your business group’s results, not industry benchmarks.

They are derived using a statistical analysis, and represent the strongest predictors of the Employee Engagement Index (EEI).

Start with these questions when you create your action plan:

– Higher scores (and those above internal and external comparisons) suggest reasons why your employees may be more engaged.

– Lower scores (and items below the internal and external comparisons) suggest why your employees may be less engaged.

Know how my

work

contributes to

great customer

exp.

+17 vs BMO +13 vs Leading

+8 vs 2014 +16 vs Group

+6 vs BMO N/A vs Leading

-12 vs 2014 +8 vs Group


+7 vs 2014 +17 vs Group


-3 vs 2014 +9 vs Group


+15 vs 2014 +20 vs Group


+17 vs 2014 +20 vs Group


+17 vs 2014 +28 vs Group


0 vs 2014 +8 vs Group


+7 vs 2014 +11 vs Group

8

2015 BMOPulse results: Competitive position versus Financial Industry

3

7

8

13

15

16

17

17

17

19

20

21

21

24

30

35


Opportunities to grow

Recognition

Customer

My job

Empowerment

Company effectiveness

Team effectiveness

Engagement

Inclusivity

Fairness

Process effectiveness

Employee voice

Innovation

Senior Leadership

Reward

* Average difference in % agreement across survey questions in category

Differences of +/- 5 or more can be interpreted as significantly above or below the FI average

Your team compared to average of FIs*

The following graph shows your team’s results compared to the average of other North American and global Financial Institutions. For each category of

questions in the survey, the bars illustrate the gap to FIs, either leading (to the right of the line) or lagging (to the left of the line). In some categories you may

be above the FI average, but your scores are low because our industry struggles as a whole. For other categories, you may be below the FI average, but

your scores are high because this is an area where FIs do well. The table to the right of the graph shows, for each category, the number of questions where

your scores are above, near and below the FI average. “Near” is defined as within + or – 4 ppts of the external benchmark.

Your team compared

to average of FIs

# of questions

Above Near Below

Reward 1 0 0

Senior Leadership 4 0 0

Innovation 2 0 0

Employee voice 4 0 0

Process effectiveness 6 0 0

Fairness 6 1 0

Inclusivity 3 0 0

Engagement 5 0 0

Team effectiveness 2 0 0

Company effectiveness 4 1 0

Empowerment 5 0 0

My job 2 1 0

Customer 2 0 0

Recognition 2 0 0

Opportunities to grow 1 2 0

Relationship with manager 3 1 1

Total 52 6 1

9

2015 BMOPulse results: Competitive position versus Leading Companies

Differences of +/- 5 or more can be interpreted as significantly above or below the leading company benchmark

-1

2

6

7

7

9

10

10

11

13

14

15

16

18

20

30



Recognition

Team effectiveness

Customer


My job

Engagement

Empowerment

Inclusivity

Fairness

Employee voice


Innovation

Senior Leadership

Reward


Your team compared to leading companies*

The following graph shows your team’s results compared to leading companies. For each category of questions in the survey, the bars illustrate the gap to

leading companies, either leading (to the right of the line) or lagging (to the left of the line). In some categories you may be above the leading companies,

but your scores are low because it is an area that all companies struggle with. For other categories, you may be below leading companies, but your scores

are high because this is an area where companies do extremely well. The table to the right of the graph shows, for each category, the number of questions

where your scores are above, near and below leading companies. “Near” is defined as within + or – 4 ppts of the external benchmark.

Your team compared

to Leading companies

# of questions

Above Near Below

Reward 1 0 0


Innovation 2 0 0



Fairness 5 2 0

Inclusivity 3 0 0

Empowerment 5 0 0

Engagement 3 2 0

My job 2 1 0


Customer 2 0 0


Recognition 2 0 0



Total 47 7 5

10

2015 BMOPulse results: Competitive position versus 2014

Differences of +/- 5 or more can be interpreted as significantly above or below 2014


-6

-5

-2

-2

-1

1

2

2

3

5

6

7

7

10

13

18


Recognition


Customer


Innovation

Team effectiveness

Employee voice

Empowerment


Fairness

Reward

My job

Inclusivity

Senior Leadership

Engagement

Your team compared to 2014*



The following graph shows your team’s results compared to your 2014 results. For each category of questions in the survey, the bars illustrate the gap to

your 2014 results, either leading (to the right of the line) or lagging (to the left of the line). The table to the right of the graph shows, for each category, the

number of questions where your scores are above, near and below leading companies. “Near” is defined as within + or – 4 ppts of the external benchmark.

Please note, this page will only be shown for your unit if it could be mapped for trend.

Your team compared

to 2014

# of questions

Above Near Below

Engagement 4 1 0


Inclusivity 3 1 0

My job 2 1 0

Reward 1 0 0

Fairness 5 2 0


Empowerment 1 4 0



Innovation 2 0 1


Customer 1 1 1


Recognition 1 2 1


Total 35 20 9

11

These are the questions with your 10 highest scores overall, as well as the questions where you have improved the most with your 10 largest increases

relative to 2014. Please note, scores relative to 2014 will only be shown for your unit if it could be mapped for trend.

Highlights: Key strengths

7. I am confident that if I report an inappropriate

business practice or an ethical issue something will

be done about it.

Versus

Leading

companies

11. I can report unethical behaviour or practices

without fear of retaliation at my company.

10. I have confidence in the future of this

company.

5. BMO treats employees fairly.

4. BMO is ethical in its business dealings.

Your highest scores

13. I feel proud to work for BMO.

14. I have confidence in BMO's leaders (Bill

Downe and the senior leadership team).

16. At BMO, senior leadership’s actions are

consistent with what they say (they 'walk the talk').

18. Management where I work takes action on

employees' ideas and opinions.

23. I see evidence that the customer experience is

a top priority for my team.


Versus

2014

results

62. Overall, I am satisfied with BMO as a place to

work.

63. I would recommend BMO as a place to work.

5. BMO treats employees fairly.

14. I have confidence in BMO's leaders (Bill

Downe and the senior leadership team).

16. At BMO, senior leadership’s actions are

consistent with what they say (they 'walk the talk').

25. I work in an environment that is free from

harassment, discrimination, and retaliation.

29. In my team we work together to get the job

done.

34. My manager works to remove obstacles that

impede our work processes.

45. I have received the training I need to do a

quality job.

Your largest increases relative to 2014 results

+19

+19

+13

+15

+11

+11

+23

+32

+32

+8

100 0

100 0

100 0

100 0

100 0

100 0

100 0

100 0

100 0

100 0

+25

+25

+25

+17

+17

100 0

100 0

100 0

100 0

100 0

+17

+17

+17

+17

+17

100 0

100 0

100 0

100 0

100 0

12

Highlights: Key opportunities

These are the questions with your 10 lowest scores overall, as well as the questions with the 10 largest decreases in agreement scores relative to 2014.

Please note, scores relative to 2014 will only be shown if your unit could be mapped for trend.

52. I am satisfied with my pay considering what I

could get for similar work in other organizations I

know about.

Versus

Leading

companies

60. I am recognized for my work performance in

ways that are important to me.

3. BMO has a sense of urgency in getting things

done.

19. The different parts of BMO work well with each

other in the interests of the company as a whole.

33. My manager supports my professional

development.

38. Overall, my manager does a good job.

53. I have the opportunity to continually learn and

grow.

8. At BMO, we effectively address poor

performance.

6. BMO has processes and procedures that allow

our company to effectively meet customer needs.

2. BMO is making the changes necessary to

compete effectively.

60. I am recognized for my work performance in

ways that are important to me.

Versus

2014

results

3. BMO has a sense of urgency in getting things

done.

19. The different parts of BMO work well with each

other in the interests of the company as a whole.

33. My manager supports my professional

development.


53. I have the opportunity to continually learn and

grow.

12. BMO's focus on the customer motivates me.

22. Management where I work takes initiative to

come up with new and better ways to get things

done.

37. My manager helps me improve my

performance.

2. BMO is making the changes necessary to

compete effectively.

Your lowest scores Your largest decreases relative to 2014 results

-23

-21

-13

-13

-13

-13

-12

-12

-12

-3

60 40

70 30

70 30

70 30

70 30

70 30

80 20

80 20

80 20

-3

N/A

-11

+1

-8

-15

-6

+24

+16

+8

56 44

60 40

70 30

70 30

70 30

70 30

70 30

80 20

80 20

80 20 80 20

13

2015 BMOPulse results: Supplemental questions

Graphed below is the average % agreement for Total BMO across all 2015 supplemental survey questions. These are BMO-specific questions that have no

external benchmarks.

Versus

2014

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

N/A

42

23

11

5

-2

-5

90

78

80

90

70

100

80

89

100

100

70

90

100

80

67

I see evidence where I work that BMO is leveraging a common platform on both sides of the

border and across business groups.

I see evidence where I work that BMO is simplifying its core processes.

In the past year, my leader has eliminated barriers to working effectively across business

groups (e.g., P&C and PCG, etc.).

In the past year, my team has simplified the way we work.

I see evidence where I work that BMO is responding effectively to rapidly changing customer

expectations.

I see evidence where I work that BMO is investing in digital channels (e.g., online, mobile

and tablet).

Senior management expect and encourage dialogue on significant issues.

I am seeing the early impact of our brand revitalization in the area(s) where I work.

My leaders visibly demonstrate their commitment to our revitalized brand.

I have the tools and support I need to deliver our brand.

I am applying the brand building blocks (Human, Intuitive and One Bank) in my day to day

work.

Our BMO brand sets us apart from other banks.

I have a good understanding of our revitalized BMO brand and its building blocks (Human,

Intuitive, and One Bank).

The people I work with across the organization operate as one bank with respect to

managing risk.

There is adequate dialogue on risk issues affecting my group.

In my group, strategic and financial objectives are well aligned with risk appetite.

0 10 20 30 40 50 60 70 80 90 100

100

14

We will only achieve our vision through the capability, commitment and engagement of our people. Key to that is a strong Leadership and an Attractive

EVP. Once employees are well-led and willing to work they must be Enabled. A willing and able workforce that believes in the vision will not only become

Engaged, but will create sustainable business success by focusing on Customers. Data suggests that by closing the gaps with leading companies BMO

will achieve differentiated marketplace success.

Customer

Employee

engagement

Job Inclusivity Employee

voice Fairness Opportunities

to grow

Senior

leadership

Relationship with

manager 1. Strong leadership

“needs as people”

“needs as performers”

4. Will capture BMO

“hearts and minds”

5. Create sustainable

business success

2. Attractive EVP

3. Enabled

Sustainable competitive

advantage

Statistical research confirms that

only when leadership is strong, and

the needs of employees as people

and as performers are met, can we

capture both hearts and minds to

create a sustainable competitive

advantage.

Innovation Company Team Empowerment Process

2015 BMOPulse results: Competitive strengths & opportunities

Reward

Recognition

At or above leading companies

Below leading, but trending upward

Below leading companies

15

Highlights: Turn your results into action

Communicate

Discuss your

results, seek

feedback on

your insights

2

Take action

Create your

plan,

implement it

and monitor

the impact

3

Prepare

Understand

your results

and determine

how to talk

about them

1

Take time to reflect upon the feedback from your team and consider what may be driving key strengths and growth

opportunities

Think about which areas of focus will have the greatest influence on your team’s overall engagement level

NEW! Learn how leading companies are driving engagement by visiting the Best Practice documents in your Action

Tracker tool

Prepare to present the results to your team with a focus on what you want them to know, do and feel

Discuss the dashboard, other summary slides and your insights with your team

Engage your team to identify key areas of focus. Encourage a two-way dialogue, ask open-ended questions, listen

more than you speak, demonstrate that you value what others are saying

Seek agreement on priority actions

Engaged employees set BMO apart and strengthen business performance by anticipating customers’ needs and delivering a truly human experience. The

Action Tracker is a great online tool designed to help you create action plans, assign tasks and assess your progress to enhance your team’s engagement.

• Engage your team to develop your action plan. Your employees are key partners to develop and execute on these

plans

• Clearly articulate objectives, accountabilities, specific actions and your timeframe

• Create your plan, discuss your progress regularly with your team and make adjustments as needed

• NEW! To ensure success, focus on issues and actions you can manage at the team level that will improve business

performance. Be sure to reference the Best Practice documents found in your Action Tracker tool.

• Visit the BMOPulse section of the HR intranet for tools, information and training on how to use the Action Tracker

• To access the Action Tracker, follow the BMOPulse link on your myHR homepage


16

2015 BMOPulse: High level milestones

June 1: Manager Report

released to WFS / HRBPs

June 3: Present at CEO

Executive Committee

June 8: Manager Reports

released

Week of June 8: Begin

individual Group Head

presentations

June 12: Present at

Operating Committee

June 15: Action Tracker tool

opens

June 16/17 : Present at CEO

Leadership Committee

March 25:

BMOPulse Survey

launch

Action planning

FEB

2015

MAY

2015

MAR

2015

APR

2015

JUN

2015 JUL-AUG

2015

Launch

BMOPulse Results communicated

Finalize action

plans

Begin to report on

progress against

Actions

Action plans reported and

tracked

April 9:

BMOPulse Survey

close

SEP

2015

May 11 : Top Line

Results to CEO,

Group Heads and

HRLC

May 19: Data

Packs sent to

Group Heads

May 28: Present

BMO Overall

findings to CEO

BMOPulse 2015

Your detailed results

18

Detailed results: Comparison to other managers – Employee Engagement Index (EEI)

This graph shows the overall distribution curve for the EEI scores for all managers at BMO. It highlights your EEI score as indicated by the red diamond.

This tells you how your EEI score compares to the distribution of EEI scores for other managers at BMO. This graph also shows the overall distribution

curve for the EEI scores for all managers who received reports in 2014, as well as your 2014 EEI score. Please note, only units which could be mapped for

trend will show the 2014 EEI score.

Distribution of Employee Engagement Index (EEI) scores Your 2015

EEI score

Distribution of Employee Engagement Index (EEI) scores for all managers at BMO

Your 2014

EEI score

Leading

company 2015

EEI score

0 20 40 60 80 100

19

= Agreement of 70% or more = Agreement of 60-69% = Agreement less than 60%

This chart shows your team’s overall scores for each category of survey questions. If your unit was mapped for trend, the difference between your 2015 EEI

score and your 2014 EEI score is noted. This chart also shows the scores for BMO, your business group, the level above your manager, your manager’s

team and the teams that report to you. The scores represent the percentage of agreement (where employees answered “agree” or “strongly agree”).

Detailed results: Comparison across direct reports

Employee

Engagement

w/Trend

Customer

Employee

Value

Proposition

Productivity Relationship

with Manager

Senior

Leadership

BMO Overall 81 +1 80 77 74 84 74

Unit of ABBAS,ABRAHAM 96 +18 90 88 89 82 98

US P&C 81 +5 78 78 74 83 75

RDF Client Serv-ON and ATL-BMO 87 0 88 80 80 80 87

20

Detailed results: Participation

= 70% or more = 60-69% = less than 60%

The following chart shows the total participation for your team – as a total count and as a percentage – as well as the participation for BMO, your business

group, the level above your manager, your manager’s team, and the teams that report to you. If your unit was mapped for trend, the change in the rate of

participation from 2014 is shown.

Response count Response rate (%) Versus 2014

BMO Overall 41,444 88% +2

Unit of ABBAS,ABRAHAM 10 83% -17

US P&C 7,554 95% +5

RDF Client Serv-ON and ATL-BMO 38 93% -7

21

Engagement


2. BMO is making the changes necessary to compete effectively.

3. BMO has a sense of urgency in getting things done.

4. BMO is ethical in its business dealings.

8. At BMO, we effectively address poor performance.

15. BMO communicates to employees on matters that affect them.


61. I am motivated to go beyond what is expected of me to help BMO be successful.

62. Overall, I am satisfied with BMO as a place to work.

63. I would recommend BMO as a place to work.

64. I would recommend my company's products/services to family/friends/others.

You

+9

+11

+6

+13

+16

-2

+2

+4

+2

0

+2

BMO

+3

+15

+18

+10

+17

+22

+10

+12

+9

+14

+9

+18

+11

Leading

How agreement scores compare

(+ you are higher; - you are lower)* Strongly

disagree

Disagree Neutral Agree Strongly

agree

Percent of employees who answered

Agreement Disagreement Manager 2014

Detailed results: Results for all questions

*E.g. If your agreement score is 54% and the chart shows you as +4 under your manager’s team, this means that your manager’s agreement score was 50%

US P&C

45 51 0 2 2

60 40 0 0 0

30 60 0 10 0

50 50 0 0 0

44 56 0 0 0

40 50 0 0 10

56 28 0 6 10

70 10 0 10 10

40 30 0 0 30

90 10 0 0 0

40 40 0 10 10

40 50 0 10 0

96%

100%

90%

100%

100%

90%

84%

80%

70%

100%

80%

90%

+15

+17

+11

+17

+23

+9

+12

+8

+8

+9

+21

+13

+18

+25

-2

+25

+25

+15

-2

-3

-21

+9

-3

+7

+10

+11

+3

+17

+17

0

+9

+8

-11

+11

+24

+11

FIs

+17

+18

+8

+22

+23

+12

+17

+15

-1

+14

+39

+20

22

Customer

Employee voice

18. Management where I work takes action on employees' ideas and opinions.

31. My manager listens to my ideas and opinions.

40. I am involved in decisions that affect my work.

42. I feel free to speak my mind without fear of negative consequences.

1. BMO considers our customers in all that we do.

12. BMO's focus on the customer motivates me.

23. I see evidence that the customer experience is a top priority for my team.

+12

+12

+8

+15

+12

+22

+5

+6

+17

Empowerment

41. I have a clear understanding of the results expected of me for my job.

43. I have the technology tools I need to do a quality job.

44. I have a clear understanding of how my work contributes to achieving a great customer experience.

45. I have received the training I need to do a quality job.

47. I have the authority I need to do my job.

+17

+10

+31

+8

+24

+11

Strongly

disagree


agree


Agreement Disagreement

+2

-2

-1

+8

+13

+26

+3

+10

+14

+8

+5

+25

+3

+5

+1


You BMO Leading


(+ you are higher; - you are lower)*

Manager 2014


US P&C

70 20 0 3 7

80 10 0 0 10

50 30 0 10 10

80 20 0 0 0

45 45 0 5 5

50 40 0 0 10

40 40 0 10 10

50 40 0 10 0

60 30 0 10 0

70 30 0 0 0

50 50 0 0 0

40 50 0 0 10

40 60 0 0 0

56 40 0 2 2

60 40 0 0 0

90%

90%

80%

100%

90%

100%

90%

80%

90%

96%

100%

90%

100%

100%

90%

+10

+8

+6

+16

+11

+21

+4

+6

+15

+16

+11

+26

+9

+24

+9

-2

-2

-12

+8

+2

+8

+7

-3

-2

+3

0

-2

0

+17

-2

+7

+7

N/A

+8

+15

+32

+5

+7

+18

+11

+10

+7

+8

+20

+11

+13

+11

N/A

+15

+21

+41

+8

+16

+21

+16

+15

+9

+12

+27

+17

FIs

23

Fairness

7. I am confident that if I report an inappropriate business practice or an ethical issue something will be done.

11. I can report unethical behaviour or practices without fear of retaliation at my company. 48. I can maintain a reasonable balance between my personal life and work life.

49. I feel secure in my job.

51. I am treated with respect and dignity.

52. I am satisfied with my pay considering what I could get for similar work in other organizations I know about.

58. The amount of work expected of me is reasonable.

+17

+19

+21

+23

+28

+3

+21

0

Inclusivity

5. BMO treats employees fairly regardless of their age, family/marital status, gender, disability, race/colour, religion or sexual orientation.

21. My workgroup has a climate in which diverse perspectives are valued. 25. I work in an environment that is free from harassment, discrimination, and retaliation. 28. Where I work, there are efforts to promote diversity and inclusion (for example, recruiting, training, retention, etc.)

+11

+14

+9

+13

+10

Innovation

9. BMO seeks to develop and use new ideas, services, and operating methods.

22. Management where I work takes initiative to come up with new and better ways to get things done.

50. I am encouraged to come up with new and better ways of doing things.

+15

+17

+5

+23

Strongly

disagree


agree



+11

+11

+16

+18

+11

+11

+8

-2

+12

+11

+11

+11

+16

+15

+12

+14

+19


You BMO Leading



Manager 2014


US P&C

50 40 0 3 6

80 20 0 0 0

50 50 0 0 0

22 33 0 11 33

50 50 0 0 0

50 40 0 0 10

40 60 0 0 0

60 30 0 10 0

58 38 0 3 3

60 40 0 0 0

50 40 0 10 0

50 40 0 3 7

40 50 0 0 10

70 30 0 0 0

50 40 0 0 10

60 20 0 10 10

50 50 0 0 0

91%

100%

100%

100%

100%

90%

90%

56%

95%

100%

90%

100%

90%

90%

90%

80%

100%

+16

+17

+20

+23

+28

+2

+21

+3

+12

+16

+8

+12

+12

+14

+16

+4

+21

+6

+8

+8

+8

+17

-2

+7

-2

+10

+17

-2

+17

+7

+1

+7

-12

+8

+14

+19

+19

+23

+22

+4

+14

-3

+13

+15

+9

+13

N/A

+18

+18

N/A

+18

+20

+24

+26

+27

+31

+7

+21

+4

+19

+18

+14

+23

N/A

+24

+24

N/A

+24

FIs

24

Senior leadership

10. I have confidence in the future of this company.

14. I have confidence in BMO's leaders (Bill Downe and the senior leadership team).

16. At BMO, senior leadership’s actions are consistent with what they say (they 'walk the talk').

17. BMO is an effectively managed, well-run organization.

+23

+22

+31


33. My manager supports my professional development.

53. I have the opportunity to continually learn and grow.

54. Overall, I feel that my career goals can be met at BMO.

-1

-11

-9

+17


6. BMO has processes and procedures that allow our company to effectively meet customer needs.

20. Management does not micro-manage where I work.

24. Where I work, decisions get made without undue delay.

26. There is little wasted time and effort in my organization.

27. Where I work, people are willing to confront and solve problems (they don‘t ‘sweep them under the rug').

34. My manager works to remove obstacles that impede our work processes.

+21

+20

+24

+16

+30

+16

+21

+20

+16

Strongly

disagree


agree



+11

+8

+13

-4

-9

-9

+6

+11

-2

+12

+10

+12

+16

+18

+6

+17


You BMO Leading



Manager 2014


US P&C

48 50 0 3 0

50 50 0 0 0

40 60 0 0 0

43 33 0 17 7

60 10 0 10 20

40 30 0 30 0

58 30 0 7 5

50 30 0 10 10

30 60 0 10 0

60 30 0 10 0

70 10 0 10 10

60 30 0 0 10

60 30 0 10 0

50 50 0 0 0

50 40 0 10 0

50 50 0 0 0

98%

100%

100%

77%

70%

70%

90%

88%

80%

90%

80%

90%

90%

100%

90%

100%

+24

+24

+33

0

-11

-8

+17

+19

+14

+19

+15

+31

+16

+20

+20

+17

+13

+17

+17

-6

-13

-13

+7

+5

-3

-2

-3

+15

+7

+17

+7

+8

+20

+23

+32

+2

-8

-6

+20

+16

+16

+16

+12

+27

+8

+19

+9

+13

+30

+37

+38

+7

-4

-2

+25

+21

+14

+27

+19

+30

+13

+24

+23

+21

FIs

25

Recognition

36. My manager recognizes me when I do a good job.

55. I feel appreciated.

56. I feel valued as an employee at BMO.

60. I am recognized for my work performance in ways that are important to me.

+2

+5

+5

+7

-9


30. My manager gives me a clear picture of how my work supports the direction of the company.

32. I trust my manager.

35. I feel that my manager trusts and respects me.

37. My manager helps me improve my performance.


-1

-2

+5

0

Reward

57. The better my performance, the better my rewards are likely to be.

+15

-14

+5

Strongly

disagree


agree



+9

+14

+9

+9

+2

+2

+4

+14

-2

+11

-6

+1


You BMO Leading



Manager 2014


US P&C

35 43 0 15 8

20 40 0 20 20

50 30 0 10 10

50 32 0 10 8

50 40 0 0 10

40 40 0 20 0

50 40 0 10 0

50 30 0 10 10

50 20 0 20 10

40 50 0 10 0

50 40 0 0 10

30 50 0 20 0

78%

90%

80%

80%

60%

82%

80%

90%

80%

90%

70%

90%

+4

+7

+5

+8

-7

-2

-3

+4

+1

+20

-15

+5

-5

+7

-3

-3

-23

-1

-3

+15

-12

+7

-13

+7

+6

+8

N/A

+5

N/A

-1

-7

+2

+5

+30

-15

+12

+8

+9

N/A

+8

N/A

+3

-2

+5

+10

+35

-12

+16

FIs

26

My job

39. I am satisfied with the kind of work I do.

46. My work gives me a feeling of personal accomplishment.

59. My job makes good use of my skills and abilities.

+11

+15

-2

+20

Team effectiveness

19. The different parts of BMO work well with each other in the interests of the company as a whole.

29. In my team we work together to get the job done.

+10

+8

+12

+20 65. The results of this survey will be used by management to make positive change.

Utilization

Strongly

disagree


agree



+2

+5

-12

+13

+5

+7

+3

+16


You BMO Leading



Manager 2014


US P&C

60 40 0 0 0

33 60 0 3 3

40 60 0 0 0

30 50 0 10 10

30 70 0 0 0

45 40 0 0 15

30 40 0 0 30

60 30 0 10 0

93%

100%

80%

100%

85%

70%

100%

90%

+11

+16

-2

+20

+10

+9

+12

+24

+7

+8

-3

+17

+2

-13

+17

+15

+10

+15

-1

+18

+7

+1

+13

+15

+15

+18

+3

+25

+17

+15

+20

+26

FIs

27

This graph shows your team’s results for “intent to stay” compared with BMO, your business group, one level above your manager, your manager’s group,

and the teams that report to you. It reflects the percentage of employees who responded to each category. Please note, only those units with 35

respondents or more are displayed. If your unit was mapped for trend, the change from 2014 of those who intend to stay for up to one year is shown.

Detailed results: Intent to stay

How long do you expect to continue working for BMO?

Up to 1 year 1 – 2 years 3 – 5 years 5+ years Versus 2014

Up to 1 year *

*A negative difference score means less people in 2015 want to leave in 1 year or less.

6 8 16 70 BMO Overall

Unit of ABBAS,ABRAHAM

US P&C 7 8 16 69

RDF Client Serv-ON and ATL-BMO

0

--

-1

--

Insufficient Data

Insufficient Data

Documents

BMO Employee Survey 2015