TELUS Work Styles
Chuck Healy (506.645.9848)
Account Executive – Public Sector
New Brunswick
May 10th, 2015
chuck.healy@telus.com
AMANB / AAMNB
39th Annual Conference / 39e Conférence annuelle
Moncton - Delta Beauséjour
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Agenda
Strategic intent for TELUS
Work Styles
1
2
3
Our Work Styles evolution
What we learned
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
Our strategic intent
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.
Resident
Mobile
At-home
Foundation for Work Styles

Strong Customers First commitment

High team member engagement

Strong performance development process

Established Work Styles technology roadmap

Feedback for continuous improvement
Customers
First
Engagement
Performance
development
Technology
Feedback
Shift towards Work Styles culture at TELUS
Evolution of Work Styles at TELUS
TELUS Example
2015+
2014
Business as usual
and focus on further
adoption
Business ownership for Work Styles
2012-2013
2010-2011
2007-2009
2006
The project rollout continued
 Governance model created focusing on obtaining
feedback and deploying improvements
 Consolidation in major centres completed
The Work Styles program and the Real Estate strategy blend
 National policy launched
 Scope and target are solidified.
Technology maturing, competitive demands increasing. Challenge –
no guiding policy, inconsistent application
Introduction of Work Styles concept
Strengthening the cultural foundation
Our goal for 2015
Resident
30%
Mobile or
At-home
70%
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 brand
Quarterly new hire survey reports show Work-Life Flexibility to consistently
be a talent attractor for TELUS.
TOP
TOP
5
…reason why
applicants accepted
the TELUS Offer
Work-Life
Flexibility
Source: TELUS 2014
New Hire Surveys
(n=1525)
3
…factor applicants found
unique or different about
TELUS compared to
other companies
Our technology enables productive work behaviors
No matter where we work, the technology
that TELUS provides helps employees:



Strongly agree/agree

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
34.6%
100%
75%
45.5%
50%
25%
39%
34.6%
2012 industry
average
2014 Q3 TELUS
0%
Technology didn’t solve our
challenges, it enabled us to
solve our challenges.
Validating the effect of Work Styles on productivity
TELUS Work Styles is proven to:
Support
work-life balance
Improve
employee retention
Deliver consistent
productivity
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
IT
HR
Finance
Sharing our Work Styles success with others
Leadership
• Are your employees
empowered to
make decisions?
Flexible Work Styles
have multi-faceted
requirements
• 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?
Focus areas
Introducing the TELUS Transformation Office (TTO)
Digital Readiness &
Connected Learning
Service areas
Leadership &
Organizational Change
Strategic Planning
Workshops
Pilot Support
Flexible Work
Styles
Consulting Services
Web: www.telustransformationoffice.com
How can TELUS help specific to 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
Flexible
Work Styles
Questions?
Chuck Healy (506.645.9848)
chuck.healy@telus.com
telus.com/workstyles