Driving Employee Engagement at a John Deere Dealership

Driving Employee Engagement at a John Deere Dealership With Tracy Ellig, HR Manager at Premier Equipment

Today’s Speakers Tracy Ellig, CHRL Ryan Condon • HR Manager, Premier Equipment • 15+ years in HR • Large corporation insurance industry HR background • 3 years with Premier Equipment HR Manager. • Mom of twin daughters with a fur baby! • CEO, SATISFYD • 17+ years customer &Employee Experience • Father of 4 and avid runner

About SATISFYD CX Framework

The Promoter Flywheel Loyal Customers • Buy more • Stay longer • Refer friends • Provide feedback & ideas Engaged Employees • Are enthusiastic about their work • Provide better customer experiences • Influence other employees • Provide feedback & ideas http: //www. bain. com/publications/articles/the-chemistry-of-enthusiasm. aspx ®Net Promoter, NPS, and Net Promoter Score are registered trademarks of Sat. Metrix Systems, Inc. , Bain & Company, and Fred Reichheld

Impact 84% of highly engaged employees believe they can positively impact the quality of their organization’s products, compared with only 31% of the disengaged employees QUALITY 72% of highly engaged employees believe they can positively affect customer service, versus 27% of the disengaged CUSTOMER 68% of highly engaged employees believe they can positively impact costs in their job or unit, compared with just 19% of the disengaged COSTS *What Engages Employees the Most, Ivey Business Journal

Premier Equipment Tracy Ellig HR Manager, Extraordinaire

Premier Equipment • 10 Location John Deere dealer organization out of Ontario, Canada • Full service equipment dealership specializing in agriculture, lawn, commercial, specialized grounds care and compact construction equipment • May 2011 Elmira Farm (5) merged with Agra. Turf (5)

The Beginning • When I arrived at Premier • Our Convictions • Culture • Merger impact (us and them) • Process / Approach

Our Convictions • Developing and growing our Leaders so they can in turn grow and lead Premier Equipment into the best possible place to work • The value of all team members and their input • Speaking the truth with compassion • A team environment where employees are empowered to succeed • Continuous improvement and appropriate growth • Integrity, trust and loyalty • Being a positive partner in our communities

Starting Employee Engagement Journey • First Steps • Our Convictions • Change Culture / Challenges • Approaches to process design

Employee Engagement -Today • Process (Onboarding) • Our Convictions • Culture • Tools (SATISFYD Employee Survey & Leadership Training)

Employee Engagement Survey Process • Why did we do it? • Great opportunity to assess alignment to convictions • Create a way for employees to share opinions and be heard • Ensure leaderships and staff had shared perspective

Critical Point If you are going to do an engagement survey, be prepared to act on it and hear everything because you will hear things you never expected to hear.

Biz. Power These questions help determine if your company is operating optimally as far as leadership, execution, creativity and employee treatment Opportunities • Communication • Leadership Development Excellence • Interviewing • Beliefs / Values • Living it

Employee. Power These questions aims to report how the employees feel about their daily engagement. How they are supervised, work/life balance and future advancement opportunities Opportunities • Recognition • Pay & Motivation Excellence • Great Place • Development

Taking Measured Action • Don’t bite off too much • Validating existing initiatives • Communicate to staff – Isn't that Cool? • Selecting future initiatives • Integrating into annual planning • Align to culture / convictions • Getting on the same page SATISFYD Provided Prescriptions • We do things efficiently and well (Benchmark ↑, Previous Year ↓) • Create work teams for identifying processes that can be improved and incent / encourage process improvement • Ensure processes are defined, documented and improved annually • Right long term direction (Benchmark ↑, Previous Year ↓) • Review how leadership direction is communicated to staff • Create process for sharing direction • Engage staff in direction discussions so that they feel heard • Confidence in leadership (Benchmark ↑, Previous Year ↓) • Staff confidence can be a force multiplier. • Identify smalls wins, such as improving a key area of the business or an area identified by this employee survey process. • Reduce staff facing ambiguity in decisions making • Include your team members in goal setting

Premier Equipment’s Best Practices Interviewing Onboarding Best In Canada Communication Performance Managment

Interviewing • • • Culture starts with making the right hire for both parties We are interviewing each other Questions (HR + Technical) and asked around convictions (example) State expectations Place I want to work

Onboarding • • • New Hire Orientation Within 3 months of hire Merger (us and them) history Spend a day with HR Manager Meet other news hires High level HR (benefits / perks) CEO meets and talks about culture Health and Safety CEM Lead Dave Moore talks about the customer

Communication • Quarterly newsletter • Internally distributed • Share events • Personal events • HR Corner – (i. e. benefits) • BIC Winners • Employee Spotlight (who they are outside of work) • Integrated Strategy • Focus on Social Media (*new)

“Best in Canada” • Recognition • Reinforcement Culture • Raising Bar • Comes back to our convictions

Performance Management • • Difficult to do well Turning our back violates our convictions Damaging to culture Dealing with them the second it happens Speaking truth with Compassion Employee improvement opportunity “New Puppy Training” = Performance Management Not written down, It didn’t happen – Document everything • Not in employee file, but captured • Collaborative with employee • Discussion • Driving leaders back to the Code of Conduct (*new)

Employee Engagement Future • Focus on Leadership Development • Succession Planning • Training and development of non-technical employees

Takeaways • Get CEO buy-in • Channel your HR expertise / training • Small Bites • Failure is expensive

Next Steps • Create / refine your convictions • Set aligned goals to drive improvement • Employee Engagement Survey • Measure for success

Additional Resources • The Impact of Employee Engagement on Performance- HBR • https: //hbr. org/resources/pdfs/comm/achievers/hbr_achievers_report_sep 13. pdf • Becoming Irresistible: A new model for employee engagement, Deloitte University Press • http: //dupress. com/articles/employee-engagement-strategies/ • What Engages Employees the Most, Ivey Business Journal • http: //iveybusinessjournal. com/publication/what-engages-employees-the-most-orthe-ten-cs-of-employee-engagement/ • Why John Deere Measures Employee Engagement Every Two Weeks! • https: //hbr. org/2016/05/why-john-deere-measures-employee-morale-every-twoweeks

Special thank you to: Tracy Ellig, HR Manager of Premier Equipment Presenter: Ryan Condon, CEO of SATISFYD Contact SATISFYD at: employeesuccess@satisfyd. com or call 800 -562 -9557