Tj Host

Wedding Ideas & Inspiration
Panel: Employee engagement, communications and strategy

Panel: Employee engagement, communications and strategy


So, obviously,
employee engagement can look very different
across organizations, depending on a number of
factors: your industry, your corporate
culture, but also your leadership team and
their key priorities. I’m very excited this morning
to be joined now by four leaders from
three very different companies, whose organizations
have each gone through their own unique journeys
over the past several years. Firstly, I’d like to
welcome Russ Dyer. He’s joining us from
Mondelez International, global snacking powerhouse. I’m sure you’ve heard
of Cadbury, Oreo. They’ve a wide
portfolio of brands. And as the VP of
Global Communications, Russell leads the development
and implementation of communication
strategies for more than 90,000 employees worldwide. Russ is joined this morning
by Joher Akolawala, Mondelez International Senior VP and Global Chief
Information Officer. And Joher is
responsible for leading the company’s information
technology and solutions and also as business process
excellence organization. Joining us from Boston, we have Celine Schillinger
at Sanofi Pasteur, global leader in
producing vaccines and a division of the
pharmaceutical giant, Sanofi. As the head of Quality
Innovation and Engagement, Celine has a wealth
of experience designing and implementing new leadership and corporate
transformation strategies at a global scale. And from London, we have
Hari Miller from TSB Bank, a retail and commercial
bank, previously, a part of Lloyds Banking Group, and now a subsidiary
of Sabadell group. Hari is the Head of Internal Communications and
Committee Engagement for TSB. And, as such, she’s
focused on setting the strategic direction for
their internal narrative, as well as leading
communications for major change programs. So, I want to start off by talking about sustained
engagement and more specifically how
employee engagement helps drive the strategy
of an organization. Hari, you’ve been in
a unique position, where you’ve actually
created a brand new bank TSB out of Lloyds, a large traditional bank. Can you tell us
how that happened?>>So, TSB is a UK bank, and we were born out of
the financial crisis, which most of us will have
experienced something, some way shape or form, and we needed to create
a bank that was going to increase competition in
the UK banking space, and ultimately make banking
better for everyone. So it’s quite a big ask for us, and we needed to take our people
with us on that journey. And we started out with about 4000 people who were carved out from
Lloyds Banking Group, and we just needed
to make sure that those guys knew why we
were on this journey. They believed in what
we needed to achieve. So engaging our teams was vitally important
in that process.>>Well, so there
you are trying to define and drive a culture
for your new change of bank. You’ve got 4000 people. How did you create that level of engagement of belief in
the mission and the journey?>>So in TSB, it was very important that we establish some key values
that would stir us, as we were developing this
and launching this new bank. Two of the values that we set up were being collaborative
and being transparent. And whilst they seem very simple, in the banking industry, they were values that
certainly seemed to kind of disappear and probably got us into this mess a little bit. So in TSB, we need to
make sure that we created that water wheel
of communication in our business so that
we’re talking on a level. So it’s not we are not cascading information down to our people. It’s very much a conversation. So the people own this bank. They feel empowered to make
decisions within this bank, whether you are
working with one of our branches or whether
you are the CEO. It’s equally important that
we all believe in what we’re trying to achieve and feel that you can make a difference.>>Thank you, Hari.
Celine, over to you. You’ve used engagement to drive a very important outcome
for Sanofi Pasteur. Can you tell us why engagement is so important to
your organization?>>Sanofi Pasteur is
the vaccine division of Sanofi. It is the world’s
largest company dedicated to the manufacturing
of human vaccines. And as a world leader, we are responsible for manufacturing vaccines
that protect people against more than
20 infectious diseases, totaling annually to
more than 1 billion doses of vaccines every year that immunize more than 500
million people worldwide. So therefore, as a company, we must rigorously pursue quality in our
manufacturing processes across the entire company. And as you know, vaccine manufacturing
is a highly complex, very
regulated activity. There are controls at each and every step of
the manufacturing process, which is why we spend actually more than almost 70 percent of our time in quality controls. And every single employee at the company,
wherever they sit, must be engaged and committed
to pursuing quality, ensuring quality,
not just to make a company successful but
because we save lives.>>So throughout the morning, we’ve talked about
technology as an enabler for more transparent
and open communications. Russ, Mondelez, we said it’s a global powerhouse with
a wide portfolio of brands. It can’t be easy to connect
people across that breadth. Can you tell us about your role as the Head of
Corporate Communications? How was some of your technology enabled you to
create connection and dialogue across
Mondelez at scale?>>So we’re
a very global company. It’s a key competitive
advantage for us to have such a diverse
geographic footprint. But with that footprint
comes some challenges with increasingly virtual
relationships and ways of working, more remote populations
of employees, remote reporting lines. What Yammer does is
it shrinks our world, and it enables
those human connections on a level that
no other tools provide. From a communications
standpoint, we spend a lot of time
focusing on our people, the proof points
of heroic efforts in driving our business, and celebrating our successes
and our people agenda. But there’s nothing more
powerful than arming a colleague with a tool that they can tell
their own story. And there’s so much that
our colleagues are proud of that they share
in real time locally, and it open connections in a way that you can’t through traditional
communications channels.>>That’s very powerful. Joher, you and
Russ have worked so closely together across
communications and IT. Can you tell us how
your IT team focuses on bringing value to
the organization as a strategic partner
for teams like Russ’s? How does that
collaboration work?>>So, if you think
beyond the use cases, I think some of
the things that we look for in the organization
with the adoption of technology is what new
capability does the technology bring in that we didn’t have
the ability to do before. And with Yammer,
one of the things, which was really good
that we use often, is to have a
passionate conversation with colleagues
around the world in a concentrated period of
time where everybody can exchange their input
and their thoughts. And I don’t know if
it’s official term or we call it Yamjam internally, but the idea of having 80, 100, 200 people
across 12 time zones, all collaborating and
talking about what they think of a certain
business situation or a certain priority
or even a certain social conversation that
you would want to get into, the technology now
makes it possible to interact while you have that many people engaging
in the conversation. And that is something
that personally from a technology owner
standpoint I’d really like to bring to the organization because that was a capability we
didn’t have before. That’s amazing. So you’re
already living this move from thinking
about communication to actually enabling
real conversation. And so how you made
a great point about introducing new high-value capabilities that really didn’t exist before. So, Hari, back to you as
the communications owner at TSB, what new capabilities have
you seen technology enable?>>So these days, keeping people in TSB abreast of latest and breaking news is much easier than it
has been ever before. We used to have to rely
on word of mouth and often a lot of the time
we’d send an email to certain layers
of the organization, and they would then pass
the message on and you type that they managed
to get the message. So now not only do we have
extra tools that we can use. So we can Yammer-notify people and it pushes
up on their phone. We actually have
metrics to tell us how deep that
penetration has been. So we can assess
it then and say, “Was that a successful way of delivering
that message or was it not and what do we need to do next time
to make it better?” So the data is as
important to us as the tool in formulating what we’re going to
do in the future.>>Russ, back to you. How have people at
Mondelez leaned into the new experiences and capabilities that you
also have made available?>>We soft-launched in
the middle of last year. And just in the back half
of the year saw a number of really great use cases proving
out the value of the tool. The first is just
baseline engagement. One of our people
strategies, as we call it, is to celebrate
our success more and in an increasingly virtual
working environment, where a lot of employees
work with reporting relationships across lots
of different time zones, remote teams working that are not connected in the same space. We saw a real appetite
to share and connect through Yammer
quickly after we launched it. You can look at
a function like sales that has a lot of employees
out in the field. They are not in
an office every day. They’re in supermarkets and
our trade retail partners, and they want to connect and
share what they’re doing. So it wasn’t just,
again, a one-way push, but we found that
the sales teams were taking these amazing photos of stunning in-store displays
that they were doing, that they were very proud
of and sharing back and it was creating
just this great dialogue for an employee population that’s
historically been somewhat siloed and removed from the corporate
communications experience. So that was just
one great population and use case that we saw emerge. Another one was
something that doesn’t happen every year for
a lot of companies, which is CEO transition
and CEO succession. It was a great tool not only as an opportunity for
our colleagues to say farewell to our exiting CEO, share pictures, reflections and connect directly with her
but also welcome the new CEO. And we look to Yammer to source real-time live questions and answers and dialogues for
our global town halls. So again new use cases
and opportunities that we wouldn’t
have been provided without a tool like this in place for these
unique experiences.>>That’s fantastic. Celine, as you were getting people engaged
around quality, you wanted to unlock that tacit tribal knowledge
in your employees, and you launched an initiative, I think you called it corporate social activism,
how did that go? What kind of uptake did you see?>>We had high hopes for people to jump in and our hopes
were not disappointed. When you tap into conversations that deal with the heart of our company’s mission
and purpose, engagement is really high. We started with a small
Yammer group with 12 people. That was about three years ago, and it’s now about 2000 people strong and it keeps
growing, which is fantastic. Every day there are dozens
of conversations happening. So knowledge is flowing big time and worldwide
across layers, across size, across
culture, across languages. Some of our employees have
created activist networks on big manufacturing sites that gather hundreds of employees, and we have seen people
speaking up on Yammer and say, “Hey, there was a problem, and here’s what I did
about it or what we did about it and this is
what we got from that.” So we established a new habit
that is to share wins. A win is an action.
It’s not just an idea. It’s an action made by working together differently that makes today better than yesterday or tomorrow better than today.>>So one thing about
creating engagement, especially sustained
engagement, is that it leads to much more
effective outcomes. It drives results
for the business. Hari, let’s turn to that. How have the initiatives
that you’ve led position TSB Bank today?>>So TSB today is
in a great position. We are continuing to be a challenger on
the banking high-street. We’re doing great work in the small business
banking space, which is a big area for
us in 2018 and beyond. And our people are
in a great place too. We’re working super hard
to get those things done. And obviously that can
be really hard on teams, but because we’ve got a great collaborative and
transparent approach in TSB, talking to each other
really, really helps. And there are indicators that
showed that that’s working. So our employee
engagement results are really positive still. And also things like
the Sunday Times just recently put us in the top five for best companies to
work for in the UK, which is superb and even better when you
realized that we were the only bank in that space
to be awarded that level.>>And how about you, Celine? What results have
you seen at Sanofi? And most importantly,
perhaps can you measure them?>>The business benefits
are absolutely tremendous, and they’re easy to
monitor because we have so many
indicators in quality. So I’m not even talking about the cultural benefits
but really the hard data. What do they show us? They show us that we have improved our
cost-effectiveness a lot. We have been able to simplify
them with volunteers, good ideas coming from
everywhere sometimes up to 60 percent of critical manufacturing
business processes, saving a lot of
our resources to being able to dedicate them to more critical needs
of our customers. A second area of benefit is the reduction in
quality issues in deviations. And deviations is when
things don’t go right, and we have seen
a spectacular drop, double-digit drop in
deviations that have never been seen in the 10 years
prior to this project. Overall, we have reduced
the risk profile of the company, which
is tremendous. We have had a positive
impact on supply, on write-offs et cetera. But I would say
probably the whole or the bigger picture that I see
is one of behavior change. And that is often the most difficult thing to achieve in those business
transformation projects, and I’m really proud and
grateful that at Sanofi Pasteur, we have been able
to achieve this at such a large scale because
we manufacture vaccines, and vaccines save lives. So it’s important
to get that right.>>I couldn’t agree
with you more, Celine. Congratulations to you all for the amazing success you’ve driven into your organizations. And thank you so much for
joining us here today.

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