Developing Frontline Leaders at BC Hydro - DDI€¦ · Support Role and Responsibilities ... •...
Transcript of Developing Frontline Leaders at BC Hydro - DDI€¦ · Support Role and Responsibilities ... •...
April 2016
Developing Frontline Leaders at BC Hydro
• Wholly-owned by the province of B.C.
• Regulated by the British Columbia
Utilities Commission
• 4 million customers
• 5,800 employees
BC HYDRO Providing reliable, affordable, clean electricity throughout B.C. safely.
2
• Wholly-owned by the province of B.C.
• Regulated by the British Columbia
Utilities Commission
• 4 million customers
• 5,800 employees
BC HYDRO Providing reliable, affordable, clean electricity throughout B.C. safely.
3
Creating effective leaders and managers
5
Two Key Drivers
Talent Gap
Safety Leadership
6
“Our leaders are visible and engaging. They are knowledgeable of the people and the work. Leaders grow and develop employees through mentoring, coaching and meaningful on the job opportunities.”
~Our Future State Vision BC Hydro Safety Task Force~
Peeking In – A Unique Approach
Communication of Program To Senior Leaders
Learners complete MR Assessment
4 hours
Feedback/Coaching Session on MR results
1 hour
Learner meet with Manager after MR report received to discuss:
• Areas of strength and
development to focus on and add to PDP
• One skill practice coaching
situation
• One team or individual work objective that you need to set for yourself or a direct report in the near future
Day 1 A.M. Your Leadership Journey
P.M. Communicating for Leadership Success
Day 2 A.M. Setting Goals and Reviewing Results P.M. Coaching for Peak Performance
Ongoing Feedback – Coaching – Support from Manager
Part A- 2 Days Six months
Part B– 1 Day
Action Learning Execution of
Skill Discussion
Managers attend Pre-Program Session on
Support Role and Responsibilities
Review & Refine Program post
pilot Ongoing Learner
Development 70/20/10
Post Session
Review discussion strategy with manager
and follow up after execution
Schedule meeting with
manager
Review discussion strategy with
manager and follow up after execution
Ongoing PDP Discussions
Ongoing PDP Discussions
Schedule meeting with
manager
Complete on line
simulation and other optional learning activities
Action Learning Execution of
Skill Discussion
Manager Guides
Group Dinner & Evening Activity
Webinar Peer Discussion
Group
Webinar Peer Discussion
Group
Day 3 A.M. Developing Yourself and Others P.M. Leading Change
Schedule meeting with
manager
Ongoing PDP Discussions
LFG 1 Learning Journey
The Lift • Connections to employee engagement and safety improvement • Confident and competent leaders • No more lack of interest or retention • Continuous review and program improvements • Constant evaluations (reactions, Level 4)
275 Implementation Highlights
81% of participant’s managers said that the program has increased their employee’s
engagement in being a leader with BC Hydro
Frontline leaders have attended and completed the
program to date.
88% Said my manager ‘made me feel more valued as an employee’
Post Program feedback
“I have found performance discussions very challenging in the past. This will help me a lot.”
“I liked focus on 4 areas; it gave me new perspective on how to approach my challenges and excel further. New ideas for proactive coaching and lots of tools that I can put in good use in my daily activities.”
“Every single topic covered I found very valuable. Best development course I have taken to date!”
Tangible Success To Date
M1’s from across the company networking and collaborating
together Impact to Direct Reports
76% Said my manager has increased my level of job satisfaction
82% Said my manager increased my level of engagement at work
Business Impact
Evaluating the Leading for Generations ONE
Development Program
Level 1: Course Reactions
Level 2: Knowledge Gain
Level 3: Behavior Change
Level 4: Program Impact
85%
84%
65%
49%
Participant Ratings
Pre-Program:
Post-Program:
Observer Ratings
Percent of Effective Leaders
42%
35%
32%
32%
81%
84%
82%
83%
89%
67%
86%
0% 25% 50% 75% 100%
Across AllQuestions
DeliveryQuality
Applicationto Job
KnowledgeTransfer
ManagerSupport
ProgramValue
Net PromoterScore
Percent of Positive Ratings to in Each Area:
38%
Average increase attributed to improvements in Leadership
Behaviors
Employee Engagement
Manager – Employee
Communication
Employee Morale
Employee Efficiency
Employee Productivity
Percent of Correct Knowledge Gain Questions in ach Area:
80%
71%
68%
66%
Leadership
Performance
Coaching
Communication
38%
42%
35%
32%
32%
14