Page 1

NEW

WAYS OF

WORKING DISCOVERY

INDIA NOVEMBER 2016


NEW

WAYS OF WORKING

DEFINING THE SCOPE OBJECTIVE AGILE WORKING

ABOUT THE PROJECT

1

Gain understanding of the new working generation Discovery wants to work with

Q4/2016

To design a physical environment that enables choice, mobility & engagement

HOW

SMART WORKING To inspire new ways of working by creating a culture of flexibility and trust

Engage employees in creating the DNAP aspirational culture

MAIN FINDINGS & RECOMMENDATIONS

2

Generate awareness & engagement of new ways of working

RESEARCH & RECOMMENDATIONS

MARKETING AND AWARENESS CAMPAIGN Educate and drive accountability for Agile / Smart Working

Equip employees to work “smarter” and more “agile”

2017

NEW WAYS OF WORKING

3

SUSTAINABILITY AND CONTINUOUS ENGAGEMENT Assess program performance and provide ongoing support


RESEARCH & RECOMMENDATIONS 1.

2.

EMPLOYEE SURVEY RESULTS ANALYSIS

4.

ON-SITE RESEARCH:

DESK-RESEARCH

3.

8

WORKSHOPS

MORE THAN

SOCIAL

EVENT

INTERVIEWS

BENCHMARK

160 80 8 MORE THAN

PARTICIPANTS

ATTENDEES

MAIN FINDINGS &

RECOMMENDATIONS


EXECUTIVE SUMMARY SMART WORKING =

1

BASED ON: INVOLVEMENT, TRUST AND RECOGNITION

INCREASE PRODUCTIVITY

ZERO TOLERANCE TO UNDERPERFORMANCE

STRENGTHEN ORGANIZATIONAL CULTURE

BUILD BEST TALENT PIPELINE

RECOMMENDATIONS

QUICK WINS / LOW HANGING FRUIT Food / snacks provision 1:1 regular feedback sessions Bi-weekly/ monthly Happy Hour

4

WORK YOUR WAY PROPOSALS

Breakfast Friday’s Celebrating staff birthdays Ensure mandatory holidays are taken in each calendar year

Flex time (open schedule) Remote Working Annual off-site

CHALLENGES

3

Mandatory leave Food / snacks provision - vending machine

ON THE BRIGHT SIDE THE CULTURE

LEADERSHIP

POLICIES

COMMITMENT

ENGAGEMENT

+

+

+

PERFORMANCE

ACCOUNTABILITY

At the moment, the environment is an alee to implement changes. People are open to do thing s in a different way to see better results.

CONSISTENCY COMMUNICATION

TO MAKE IT HAPPEN

7 8

Comps&Ben restructure Open and transparent system of rewards and recognition

5 6

Increase level of connectedness A unified vision of the organization

3 4

Greater use of technology Build a digital mindset

1 2

Simplify and revamp processes and approvals Consistent access to high-end technology

5

2 DIAGNOSIS

HAVING THE FLEXIBILITY TO CHOOSE YOUR MOST SUITABLE WORKING STYLE

CULTURAL SHIFT


1. WHAT IS THE MEANING OF SMART WORKING?

We usually have to take calls at 7pm, but this doesn´t count as official worktime

FLEXIBLE IN TERMS OF

We would like to have time to work out

Space: inside and outside the office Time

ACCESSIBLE IN TERMS OF Technology Awareness & communication

If we are interacting with different departments it´s easier to work from office

We are young mothers, we need flexibility when our child is unwell

CONSISTENT To everyone & ad hoc to different functions

As part of their culture, they tend to spend the day commuting and working which leaves them small room for a balance between work and life. Flexibility gives them the opportunity to include different activities in their daily life.

oice, h c g erin f f o By nects n o c ery v o c s Di ew n e h t tion a h r t i e w gen g n i work

WORK YOUR WAY

AGILE WORKING

CHOICE


2. DIAGNOSIS 2.1 The new working generation is about mind-set, not just age INDIA DEMOGRAPHICS

THE NEW WORKING GENERATION

INDIA survey results

The reality of their everyday expectations and choices

Source: EE Survey 2016

Why do they work for an organization? To generate a positive impact To be involved

57 %

think they are given a real opportunity to improve their skills

72 %

have the authority to make decisions that improve the quality of their work

85 %

say they use their mistakes as opportunities to learn and grow

74 %

% receive ongoing feedback from their managers

89 %

perceive their team as accountable

68 %

think there is an effective cooperation among business units

only

To constantly innovate To take risks and learn To be empowered

What kind of leadership are they looking for? Who truly believes in them Who encourages and guides Focus on the task gets done well

GEN Y

GEN X

56%

41%

1965-1980

1981-1994

BABY BOOMERS

3%

1946-1964

They can trust Who invests in their development Who gives feedback

What do they look for in their work environment? Accountability and transparency Sense of community Choice High-end technology Collaboration

Source: Tableu Report, August 2016


2. DIAGNOSIS

2.2 Discovery INDIA value system The new working generation wants to work for an organization whose values align with their own. They want to feel connected to the organization and it makes them feel the organizations cares about them. According to their value system they want to be involved. They want to know what is going on in the organization. They want to share their successes and learn from their failures. For them, recognition is their greatest motivator.

INVOLVEMENT

RECOGNITION

TRUST


(Recognition) It´s something to go after. It´s such a great motivator

FUN EMPOWERMENT FEEDBACK-LEARNING FREEDOM

FLEXIBILITY The right combination between freedom and empowerment is the foundation for a flex work environment. However, recognition and trust are the key values to make it a success.

RECOGNITION

TRUST

INVOLVEMENT


2. DIAGNOSIS

2.3 INDIA TRENDS IN SMART WORKING

77%

45%

Discovery´s LifeWorks programs performance

Source: EE Survey 2016

50%

Discovery´s LifeWorks programs utilization

Technology to collaborate with colleagues

very sco g i D t in ... ye t offer s to o n m is eds gra pro heir ne e h t to t ond p s re

69% Technology to be mobile and productive

66% Rated flex as a priority...

59% Technology to make my job easier


2. DIAGNOSIS

The restructure process they just went through landed very well and left a highly positive attitude towards future changes.

TH

2.4 THE ENVIRONMENT E

TION A IZ N GA R O

A lot of agencies are being trained by Google

LEADERSHIP NEW HIRES You see the faces in the office and think something is wrong

Disconnected with the organization Dissatisfied with the enviroment

Quiet Change = positive

Change = uncertainty

They don´t know each other very well

Lack of a digital midset

This office looks more like a bank or a hospital

DEPARTMENTS Good relationship with their manager

Gurgaon

Personal bonds Teamwork Jobs are not safe

We are self-motivated


2. DIAGNOSIS

DIGITAL ERA

We see new things happening

THE ORGA NIZ AT IO

Unclear goals

N

Questions & anxiety

You need that appreciation, it just keeps you warm

Thirst for learning and exploring= curiosity

LEADERSHIP Clear direction

We are all moving to digital. We would like to know what´s happening and how it´s done

Lack of motivation on a daily basis

Friendly & collaborative

DEPARTMENTS Satisfaction Feedback

mumbai


3. RECOMMENDATIONS 3.1 WORK YOUR WAY PROPOSALS

I don´t know to whom I should talk to use flexible hours

STATUS QUO

PROPOSAL

FLEXIBLE WORKING HOURS

FLEXIBLE WORKING HOURS

Long commutes (up to 1.5 hrs average one way); unreliable public transport Long working hours / working days = no time for private commitments Challenge to balance private life and work during work week Lack of clarity and misuse of existing policy Inconsistent application depending on manager

I have experienced greater flexibility where I worked before

Guideline: flextime schedules allow you to choose your start and stop times. Employees may work different hours each day as long as they achieve the expected number of hours each week (on trust)

OWNERSHIP HR / LW&I Comms

A punc hmentio in app was n altern ed as an a workin tive to trac k g hour s. TBD

TO MAKE IT HAPPEN For our function (sales) you can get calls anytime or the day. You haveto be available anyway

HR: tailored guideline to meet the needs; abandon punch-in system Comms: focused on productivity and performance vs presence balance of work & life = wellbeing Managers: set clear parameters for performance expectations Resources: technology, alternatively punch-in app

*It applies depending on the nature of the job


3. RECOMMENDATIONS 3.2 WORK YOUR WAY PROPOSALS STATUS QUO

PROPOSAL

WORKING FROM HOME

REMOTE WORKING

Long commutes = key cause of stress Challenging culture for working mothers

I know the policy but it doesn’t apply to us

Strong sense of responsibility and need for presence Inflexible flexible policy (2 days a month)

Guideline: working from home or any other place to meet individual needs and improve performance. No justification is needed. Pre-approval through LM

OWNERSHIP I joined 5 months ago. I haven´t received any induction yet. I didn´t know about this policy

Lack of clarity and misused existing policy Inconsistent application depending on manager

h houg seen t s a ears o be It app ees like t ecially p oy empl office, es FH is W e in th les team. icial on f a the s o be bene t seen hoc basis. an ad

HR / LW&I Comms LW&I: implement relevant training tools to both managers and individuals

TO MAKE IT HAPPEN HR: tailored guideline to meet the needs Comms: communication campaign from presence to performance (cultural shift) Managers: education and engagement / role modeling Resources: ad hoc technology must be provided along with the accountability to increase productivity (laptops and good VPN service are the main needs) *It applies depending on the nature of the job


3. RECOMMENDATIONS 3.3 WORK YOUR WAY PROPOSALS STATUS QUO

PROPOSAL

ANNUAL LEAVE

MANDATORY LEAVE

Implement an e-leave system for employees to enter their leave plan for the entire year

Employees tend not to consume their annual leave Misperception of what being responsible stands for

Diwali is our biggest holiday and we just get a half day off

I´m a manager and I just want people to be clear with what they want. If you say I´m going on leave, don´t take calls

*It applies depending on the nature of the job

OWNERSHIP HR / LW&I

Comms

TO MAKE IT HAPPEN

Fear no to be indispensable = to lose their job Lack of productivity and motivation

Without manager's approval

Even if you plan your leave and something comes up you need to reschedule it

HR: design system to meet the needs Comms: internal promotion of the benefit to explain how it works Managers: take a training session & role model it to enforce the mindset change

ADDITIONAL PROPOSAL Holidays: Option of selecting own holidays apart from the mandatory national holidays Diwali and New Year: At least 2 days off should be granted for each festivity


3. RECOMMENDATIONS 3.4 WORK YOUR WAY PROPOSALS STATUS QUO

PROPOSAL

OFF-SITE

ANNUAL OFF-SITE

Current regular practice in the media industry: domestic and international This level of make you feel guilty continues for the next six months, and it´s demonstrated as a favor

Existing off-sites don´t include team building exercises

Rethink off-sites Addressing the perceived desire to attend off-site meetings For example: 1. Leadership off-sites 2. Departmental off-sites 3. Business driven, client focused off-sites

Sense of guilt for those who have the opportunity to go abroad

OWNERSHIP

Friction with your manager for not being taken = demotivation

TO MAKE IT HAPPEN

RMT

RMT: to discuss and communicate; and cascade

Perceive favoritism We always go to the same places. Southeast Asia only and the most important media companies take people out every year

BENEFITS Key point to attract & motivate talent Team building opportunity Understanding functional strategies Potential to make it industry news

TO BE D DISCUSSE

*It applies depending on the nature of the job


3. RECOMMENDATIONS 3.5 WORK YOUR WAY PROPOSALS STATUS QUO

PROPOSAL

FOOD / SNACKS

FOOD

Lack of food/snacks provision in/close to the office= it causes distraction and reduces productivity No food to offer to clients Legacy of food-related trials that failed

SHUTTLE SERVICES Cab services for women going home after late working hours

More/different food options: fruits, sandwiches Install vending machine Improve quality of current tea and coffee Appliances: e.g. electric hot plate, juicer, toaster

COMMUTE Tie up with Ola Corporate (Taxi Aggregator), which ensures no surge pricing and confirmed booking Share services: e.g. tie up with Group M Safety: provide app to register employees who work late to safeguard a secure commute .e.g. One Touch response

OWNERSHIP FRES / HR

TO MAKE IT HAPPEN Food: explore options and vendor pitch Commute/shuttle: explore options and present recommendations to RMT Safety: explore vendor options (safety tools) and present to RMT *It applies depending on the nature of the job


3.6 ADDITIONAL CONCEPTS DISCUSSED

TIME IN LIEU: Ability to take time off for work conducted on weekends or public holidays when working on pressured projects

LEARNING / UPDATING SESSIONS: Updating staff on digital innovation relevant to their day jobs

BIRTHDAY LEAVE: One day additional leave

FLEX DRESS CODE: Perception they have to wear formal clothes

CORPORATE CREDIT CARDS: No private travel purchase


3.7 Gurgaon Office support staff TOPICS DISCUSSED AND THEIR EVALUATION Salary Increment Motorbike Fixed schedule 7am-7pm (eliminate long hours and working on Saturday) English lessons Fixed schedule to serve lunch from 12.00 to 15.00

ts cipan i t r a P tion: stickers a u l a 5 Ev iven bute them g e r we distri heir o t h eac ing to t . s d accor and desire needs


4. THE CHALLENGE 4.2 CULTURE OF INVOLVEMENT, TRUST AND RECOGNITION

4.1 status quo

THE LEADERSHIP

THE LEADERSHIP Top-down working culture Lack of utilization of existing DNAP flex policies

THE CULTURE

Managers need to role model it Trainings how to manage smart working teams Regular1:1 feedback sessions (manager:individual)

YOUR CULTURE

Misperception that working more hours means being more responsible

New Ways of Working Communication Campaign: Task commitment vs hour commitment

Difficulties to plan in advance = People don´t take their annual leave

Mandatory to take annual leave

Almost inexistent balance between work & life The flexibility we have is to attend a 10am meeting in town without coming to the office before

Ok, you go on leave but who does your work…

POLICIES / GUIDELINES Not well known Not suited for employees needs I don´t know to whom I should talk to use flexible hours

Renew rewarding system Celebrations on achievements Increase collaboration among teams within new verticals Adoption of digital means of working vs face to face

POLICIES / GUIDELINES Flex guidelines and policies applicable for everyone Pilots

CULTURAL SHIFT = DISCOVERY PRIDE


5. TO MAKE IT HAPPEN

PROCESSES / POLICIES / BUREAUCRACY Simplify and revamp processes and approvals to foster collaboration and efficiency

For example, someone writes an email to his manager, his manager writes to his director, his director writes to VP, it comes to us, IT takes it to Singapore. Then it goes to the US, round, round, round. After 3 months nothing done, only meetings happen, we end up using the same software.

TECHNOLOGY Consistent access to high-end technology across levels and functions Greater use of technology to be able to work in different spaces Lack of budget for critical business related requirements Build a digital mindset

AWARENESS & ENGAGEMENT Increase level of connectedness / awareness about what other functions and locations are doing – information flow A unified vision – awareness of Discovery long term goals, functional objectives and individual contribution

BENEFITS Competitiveness to other digital/media companies is essential Open and transparent system of rewards an recognition – celebration on achieving milestones

OWNERSHIP

it´s an issnot in Mu ue mbai

I´m IT, people come to me with their issues and requirements and sometimes we don´t have the budget but that’s a business requirement. How do we handle it?

OWNERSHIP Finance IT HR

f to e i r b De ow foll ked to – lint´s next wha

OWNERSHIP IT & Facilities

Comms: elaborate a communication campaign under: WORK YOUR WAY HR: communication of existing and new policies Managers: implement and participate in: Happy Hours Introduce new hires Celebrate milestones, successes, reinforce vision Have fun!

OWNERSHIP C&B HR Comms

... conversations underway


ACTIONS / NEXT STEPS Q4 / 2016 De-brief with Karan and Ruchi

LW&I

De-brief with Jin Tan and RMT

Implement quick wins

De-brief with Arthur

Support development & launch of new programmes (Ruchi & Jin Tan)

Q1 / 2017

LW&I

HR

HR

JT and Karan

LW&I

Q2 / 2017

WOW Discovery India  
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