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TELUS Work Styles
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Chuck Healy (506.645.9848)
Account Executive – Public SectorNew BrunswickMay 10th, 2015
AMANB / AAMNB 39th Annual Conference / 39e Conférence annuelle Moncton - Delta Beauséjour
Agenda
Strategic intent for TELUS Work Styles
Our Work Styles evolution
What we learned
1
2
3
Trend: a changing workforce and workplace
“The Canadian mobile worker population is set to increase from 12.1M in 2012, accounting for 68.9% of employed Canadians, to 13.3M in 2016 or 73% of the workforce.”
Source: IDC’s Canada’s Canadian Mobile Worker 2012 – 2016 Forecast
Work Styles® gives our team members the flexibility to work when and where they are most effective so they can focus on
supporting an exceptional customer experience.
Our strategic intent
Resident
Mobile
At-home
Strong Customers First commitment High team member engagement Strong performance development process Established Work Styles technology roadmap Feedback for continuous improvement
Foundation for Work Styles
Customers First
Engagement
Performance development
Technology
Feedback
Evolution of Work Styles at TELUS
Strengthening the cultural foundation
Sh
ift
tow
ard
s W
ork
Sty
les
cult
ure
at
TE
LU
S
Technology maturing, competitive demands increasing. Challenge – no guiding policy, inconsistent application
Introduction of Work Styles concept
The Work Styles program and the Real Estate strategy blend National policy launched Scope and target are solidified.
2007-2009
2010-2011
2012-2013
2006
The project rollout continued Governance model created focusing on obtaining
feedback and deploying improvements Consolidation in major centres completed
2014
Business ownership for Work Styles
2015+
Business as usual and focus on further adoption
TELUS Example
Our goal for 2015
Mobile or At-home
70%
Resident
30%
Targets apply to team members across 14 buildings in major cities. (~15K)
Benefits of a flexible work environment
Return on investment
Return on employees
Return on environment
Financial, Social and Environmental
Financial, social and environmental benefits to TELUS
Return on investment
Projected net cash flow savings of $166 million over 20 years from ongoing real estate consolidation and optimization
Projected net cash flow savings/avoidance of $63.5 million over 13 years from our investment in collaborative technologies (incl. Telepresence) and reduction in travel
Team members
Increased employee engagement scores from 53% to 85% over 7 years
Work Styles program satisfaction rate of 95% at the end of 2014
Environment
5640 Tonnes CO2e avoided in 2014
22.7 million km & 1.3 million hours in commuting saved
We continue to strengthen our employer brandQuarterly new hire survey reports show Work-Life Flexibility to consistently be a talent attractor for TELUS.
5TOP
…reason why applicants
accepted the TELUS Offer
3TOP
…factor applicants found unique or
different about TELUS compared to other
companiesSource: TELUS 2014
New Hire Surveys (n=1525)
Work-Life
Flexibility
Our technology enables productive work behaviors
No matter where we work, the technology that TELUS provides helps employees:
Perform work to a higher degree of quality More efficiently complete work Effectively collaborate with others Be more productive
Holding ourselves to a higher standard
Technology didn’t solve our challenges, it enabled us to
solve our challenges.2012 industry av-erage
2014 Q3 TELUS0%
25%
50%
75%
100%
39.0% 34.6%
45.5%
Str
on
gly
ag
ree/
agre
e
34.6%
Validating the effect of Work Styles on productivity
TELUS Work Styles is proven to:
Support work-life balance
Improve employee retention
Deliver consistentproductivity
Source: TELUS-Ivey Work Styles Study, 2014
What we have learned
Seek stakeholder engagement early in the process - senior executives, enabling units, business leaders
Validate role fit; Work Styles is a privilege for team members not a right
Communicate transparently and ensure strong change management
Seek continuous feedback - engage leaders and team members on issues and actions to improve
Create a governance program – embed Work Styles into all people programs
Real Estate
HR
Finance
IT
Sharing our Work Styles success with others
Leadership
• Are your employees empowered to make decisions?
• Do you have the leadership and culture to support teams when employees start to work in different locations?
Digital Readiness
• Is your organization able to support diverse learning styles, demographics and geographical locations?
• Do your employees understand not only how to collaborate, but when to use specific tools and why?
Technologies
• Do you have the hardware and technology required to provide secure flexible work options?
• Do leaders role model the right behaviours to promote new technologies and support adoption across your organization?
Flexible Work Styleshave multi-faceted
requirements
Consulting ServicesWorkshops
Introducing the TELUS Transformation Office (TTO)
Leadership & Organizational Change
Digital Readiness &Connected Learning
Flexible WorkStyles
Strategic Planning Pilot Support
Fo
cus
area
sS
ervi
ce a
reas
Web: www.telustransformationoffice.com
How can TELUS help specific to Work Styles?
Flexible Work Styles
1. Strategic planning – where are you at now/where should you be
2. Planning & implementation workshops
3. Technology solutions
4. Organizational and personnel change management practices
5. Toolkits & adoption collateral
