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