VMCS14 REalign: Managing Your EVP During Turning Points & Transitions
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Transcript of VMCS14 REalign: Managing Your EVP During Turning Points & Transitions
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Lessons from the Field
REalign: Managing your EVP During Turning Points
& TransitionsSpeakers:Bill EganManager, Corporate & Community AffairsUnited Airlines
Alex PriceCommunity Relations & Corporate ResponsibilityADT Corporation
Transition Stories
The Challenge
Merged with Continental Airlines – Oct 2010
Spin-off from Tyco International - Fall 2012
The Opportunity
Combine programs and leverage the strengths of each
Create new program based on best practices
The “A-ha!” moment
Be flexible. Things change along the way
Old habits and programsdie hard
Managing Programs in Times of Change
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Worlds Most Comprehensive Route Network
5,339 Daily departures
139 million passengers in 2013
380,000 passengers per day
$13 billion in fuel spend per year
374 Destinations (airports served)
233 Domestic destinations
141 International destinations
59 Countries served
Let’s go change the world!
We were a big company that got even bigger
Who bought who? What company do I work for?
Who is my boss?
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Do I even have a job?
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United Houston
UnitedChicago
Do I have to move? Do I want to move?What about my family?
ADT: A Long History, A New BeginningIn 2012 ADT Spun off from Tyco Becoming an Independent Company
1 Assess the current situation
2Develop a plan based on your situation, aimed at a new definition of success
3 Involve company leadership. Obtain senior level buy-in
4 Embed program into the DNA of the “new” entity
5 Take time to evaluate and measure
Explore Key Focal Points
The Standard Playbook
1Getting the lay of the land
Explore Key Focal Points
Assessing the current situation
• Workplace structure• Blending of workforces and culture• Evaluate existing portfolio of partners and
programs
Corporate• Salaried
employees• Full technology
access• Executive skill
sets• Schedule
flexibility
Monitoring Centers• Hourly workforce• Lack internet
and full email capability
• 24/7, with 3 shifts
• Rigid scheduling
Sales & Install• Commission-based• Out of the office
and rarely in front of a computer
• Focused on leads and appointments
# of Employees: 17,000
Office Locations: 200+ Across NA
Customer Base: 7 Million
Brand History: 140 Years
CSR Programs: Blank Slate
Starting from Scratch: Cutting Ties with Past Programs
Diverse Workforce & Structure
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• Large number of partners• Less focused giving
• Fewer partners• Lack of alignment with employee base
Two Cultures….Two Disparate CSR Programs
United/Continental Merger Milestones
Merger Announced
5/3
2010 2011 2012 2013 2014
Talent Selection Process
Loyalty programs(Mileage Plus &One Pass Merge)3/2012
Single passengerService system03/2012
Payroll systemconsolidation
Merger Closes10/1
Unified PilotsAgreement
12/15
Customer service& ramp unified
Agreement10/29
Customer service &ramp outsourcing
begins 10/1
Current situation is a moving target
2Develop a plan based on your situation,
Explore Key Focal Points
aimed at a new definition of success
• Plot your course before acting– Make a plan based on corporate culture and values– Should help partners while furthering business goals
• Program focus & branding• Focus areas aligned with the brand• Decide where this program will live
Moment of Change: Launching New Branded Program
Existing Corporate Brand & Tagline
New Community Service Brand
Always Cares Roll-out: A phased approach
7• 7,000 employees• 12 person committee• Year-round programming
Largest Centers 16
• 2,500 employees• 5 person committee• Quarterly programming
Medium Locations
180• 7,500 employees• 1 coordinator• Programming scaled to size
Smaller Offices
Phase 1 – March-Aug 2013
Phase 2 – Jan-May 2014
Phase 3 – May-August 2014
Respond to critical need
Deliver hope & healing to children & veterans
Inspire the next generation of leaders
Supportco-worker interests
Promote awareness of cultural diversity
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Areas of Focus
3 Involve company leadership
Explore Key Focal Points
Obtain senior level buy-in
• Get c-suite buy-in and feedback– What do they want new iteration of the company
to be about? – How can this program help get us there?
• Have c-suite members be champions of key events
• Interview C-suite and gain their feedback
• Make the business case: CSR supports corporate objectives
• Recruit executive sponsors to help guide the launch
Win Over Key Leaders
• Have them serve regularly with employees
• Showcase your executives leading by example
• Help them connect with nonprofit leadership
Make Them Visible In Your Program
• Anoint senior executives as the ceremonial captains of your big initiatives
• Have them be ambassadors (host lunch & learns, etc)
• Leaders should help with promotion
Appoint Champions To Key Initiatives
d a y
Senior Leader InvolvementCritical for Program Success
4Embed program into the DNA
Explore Key Focal Points
of the “new” entity
• Create program structure to work best for your company• Embed program into employee recruiting and on-
boarding• Include volunteer engagement in the big moments • Leverage company assets & interdepartmental
relationships– HR– Social Media– PR
Our Mission
Make a positive difference by connecting United’s unique resources to the communities we serve
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Hunger
The backbone of the Always Cares program
Always Cares Committees• Competitive application process launched by senior leadership (serving 2-year term)
• Teams of 10-15 at our large centers, 5-6 at medium sized centers, each led by team captains that are HQ’s point of contact
• Each is funded, and submits a quarterly proposal • Each receives full branded kit (tents, table cloths, banners, camera, shirts)
• Provide training for personal and professional development
24 Committees Across North America
SOUTH FLORIDA
900 Employees3 Facilities
Jacqueline Luu Krissy Kennedy
Local Team Captains
Local Committees
5Take time to evaluate and measure
Explore Key Focal Points
• Quantify the value of your program• Gather “before” benchmark data • Conduct follow-up studies to substantiate the internal
impact– Can you piggyback off of any existing external studies?
• Report on program output (hours, events, projects, charity partners, volunteers, etc)
• Monitor PR and social media performance• Identify areas for improvement
• # of first responders engaged in grant program
• % of eligible ADT employees who volunteer
• Total employee volunteer hours
• # of ADT employees serving on nonprofit boards
• Award recognition of program
• Employee retention
• Development of key external relationships
• Stakeholder awareness of ADT corporate citizenship program
• Total visits and registrations on VolunteerMatch site
• Level of ADT participation in industry conferences
Program Measurement
Community Impact (hours, volunteers, projects, partners) 1
Employee engagement and satisfaction2
Consumer awareness of ADT corporate citizenship3
Additional program measurements:
Media impressions of corporate citizenship program(print, broadcast, social)4
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160CharitiesSponsored Events230
13,400Hours of Service
2,700
Employees Volunteered
Year 1 Pilot Program: Output
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Monitor PR and Social Media Performance
84% are somewhat-to-very satisfied with the program
33%Improvement
“ADT is involved in the community from a volunteer and charity perspective.”
“ADT is committed to supporting my involvement within the community.” 28%
Improvement
“ADT's involvement in the community enhances my employee experience.”
12%Improvement
“I am more likely to remain an ADT employee because of our involvement in
the community.”
7%Improvement
Substantiate the Internal ImpactCompare Results from Benchmark and Follow-up
Studies
1 Assess the current situation
2 Develop a plan based on your situation, aimed at a new definition of success
3 Evaluate potential roadblocks
4 Develop alternatives – Be prepared to wait!
5 Involve company leadership. Obtain senior level buy-in
6 Know when to back off
7 Embed program into the DNA of the “new” entity
8 Take time to evaluate and measure
Explore Key Focal Points
The “New” Playbook
Exercise – How would you embrace change?
Scenario:
You work in CSR for a medium sized manufacturing company. A new senior leader comes in (from E&Y) and wants a change to shake up the CSR program. She has done great things in her previous life. The problem is, she favors the types of programs that don’t mirror your company’s culture. How do you navigate the program evolution, knowing these changes are not a fit and will backfire. What do you do?
Assignment:
• Break-up into five small teams, each will be assigned one of the focal points
• X minutes to come up with top three ways you would address focal point, assuming you are face with the above scenario
• Share recommendation with the group
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