Jacqueline Bukaluk, CPA, CMA, MBA Vice President, Employee Engagement April 30, 2015

From HR Survey to Driving Performance:

Transforming a Survey Program

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Canada’s International Bank

Net Income of $7,298

billion

Serving over 55

countries worldwide

More than 21 million

customers globally

Team of more than

86,000 employees

1st Canadian company

to be named World’s

Best Multinational

Workplace

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Employee Survey- Highlights

ViewPoint is an opportunity for all Scotiabankers globally to share what is

working well and what we can do better. The survey takes approximately 15

minutes to complete and is completely voluntary.

Top box scores for Employee Engagement at Scotiabank, remain not only

above the average financial services norms, but also above the norms for the

top 10% of global financial organizations.

In Canada, one of the world’s most diverse and inclusive nations, overall

employee engagement at Scotiabank is higher for Aboriginals and Persons with

Disabilities (men and women) as compared to the Canadian average.

Results at Scotiabank are consistent with an emerging trend with the youngest

employees slightly less engaged.

Employee Survey- Challenges

Possible Root Causes of the Challenges

Challenges identified Survey

Content

Survey

Process

What we do with

the results

Lengthy process for

employees/managers

Lengthy process for HR teams

Perceptions of ‘gaming’

Questionable business value

(Purpose of the survey not clear)

The survey has become an

annual ‘event’

Is not an issue Is somewhat of an issue Is an issue

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Opportunities

Challenges Identified Opportunities

Lengthy process for

employees/managers

• Reduce time commitment

• Streamline questions/communications

• Triage reporting/action required

Lengthy process for HR

reps

• Streamline administration and reporting processes

• Create an agile process

• Address matrix reporting

Perceptions of ‘gaming’

• Remove as a measure of individual performance

• Reduce focus on participation rates

Questionable business

value (purpose of the survey

not clear)

• Measure what’s relevant

• Greater accountability for Leaders throughout the year

• Ensure results are actionable

The survey has become an

annual ‘event’

• Review survey frequency

• Ensure results are actionable

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Vendor Selection

One of the steps to evolve our survey, was to investigate leading industry

providers to ensure we have the ‘right’ vendor to meet our needs

Through this process the current vendor – IBM - was found to be a strong

partner and not a factor/root cause of the challenges that were uncovered

Work with IBM to evolve the survey and explore potential options to

address the challenges.

Strategic

Fit Process

Fit Service

Fit

Partnership Pricing Implementation Service

Performance

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Scotiabank’s Priorities

Sharpening our Focus and Building an Even Better Bank.

Our Leaders have identified three priorities to help drive our results

over the medium term.

Even more focus on our customers. We have earned the privilege

of serving 21 million customers around the world, equivalent to

serving two-thirds of Canada’s population.

Leadership: Ensure that we have a deep and diverse talent pool.

Be better organized to serve our customers while reducing our

structural costs.

Source: Shareholder Speech April 8, 2015

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Employee

Engagement

Performance

Enablement

Leadership

Effectiveness

Manager

Effectiveness

Performance

Orientation

Customer

Focus

Customer

Centricity

Revenue

Service Quality

Customer Satisfaction

and Loyalty

Business growth

Market Share

Profit

Efficiency

Retention

Productivity

Confidence in the

Organizations

Future

Customer

Feedback

Promising Future

For Me

Recognition

Respectful

Treatment

Excited about

Work

On-the-Job

Training

Confidence in

Senior Leadership

Scotiabank’s Evolved Survey Model

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Align with Scotiabank’s focus priorities.

Comparisons with the 2014 survey:

Correlations – with other questions and with EEI

Historical results

IBM research:

EEI, CFI, PEI, MEI, LEI, typical engagement drivers

Global FI benchmarks

Sessions with Business lines, HR Management

Committee.

Approach for change

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Five survey versions.

Versions dependent on:

Canada or International (WFC questions)

Leadership/non leadership levels

Countries/companies not on global HRIS

Survey Versions

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Revised themes focused on Scotiabank’s priorities and

the IBM Foundational Model

37 Core questions (reduced from 52)

Includes questions for leaders

Questions are themed by index (for reporting only)

Benchmarkable

2015 Survey Structure

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Efficiencies - Reporting

People Managers (5+ respondents) Dashboard report with required

information

Detailed report

Comment report

Action Planner IBM tool for report

retrieval

Leadership Team

Executive dashboard

Analytics

New IBM Data Miner tool (self service)

Ad-Hoc, advanced analysis

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Action Planning

Focus is on actionable questions that add value to

business outcomes

Support

Use of IBM Action Planner tool is recommended to

people managers, but not mandatory

New ALQs (Active Listening Questions)

New SASs (Sample Action Steps)

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Driving Performance: Transforming a Survey Program

1. Connect your survey to your Company strategy

2. Get buy-in from leaders at the top

3. Involve your key business partners along the way

4. Low engagement doesn’t need to be the driver to

make meaningful changes to survey design

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