mashreq bank’s engagement journey: driving business success through engagement culture
TRANSCRIPT
ASHOK GOPAL
HEAD – TALENT & OD
MASHREQ BANK
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Established in 1967 as Bank of Oman,Mashreq is one of UAE's oldest and
most prominent financial institutions.
Mashreq is among the highestperforming banks in the region bothfrom a business standpoint and for
leading banking innovation.
With over 50 branches, we continue tolead the way in innovation as the firstUAE bank to offer chip-based credit
cards, digital point-of-sale readers, andmany more.
The Mashreq Engagement Culture – both the outcome and process have received globalvindication
Mashreq is one of an elite group of 36 companies across theworld to win the Gallup Great Workplace Award (GGWA). Inthe Middle East, we are one of only 3 winners (and the onlybank)
Mashreq is the first (and only) winner of the Trailblazer Award.Of the 36 companies that won the GGWA, Mashreq was theonly organisation to be recognized as a Trailblazer.The award demonstrates success in building the engagementmomentum with focus on long-term sustainability and growth.TrailblazerTr
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ard
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Structure of this Document
▪ The Global state of Workforce Engagement
▪ The Mashreq story - Impact of Engagement
▪ The Mashreq story - Driving Staff Engagement
A picture of the Global workforce
ENGAGED NOT ENGAGED
EMPLOYEEACTIVELY DISENGAGED
EMPLOYEE
“I can’t wait to getback to work”
“My job is okay, but…”
“Oh No, it’s Sundayagain…”
2012
2010
13% 63% 24%
11% 62% 27%
PASSIONATECHECKED - OUT DESTRUCTIVE
Source : Gallup data
…engagement of employees at Mashreq stands out…
..this does really matter…a leading indicator of performance….
Source : Gallup data
…engagement at Mashreq was at fairly pedestrian levels only a fewyears ago…..
Key Demographics
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Structure of this Document
▪ The Global state of Workforce Engagement
▪ The Mashreq story - Impact of Engagement
▪ The Mashreq story - Driving Staff Engagement
What contributed to this evolution?
– Key role played by 3 different constituencies:
– Leadership
– HR
– Manager and team
– Change in thinking :
– Engagement not = Money & Rewards alone, not socialisation
– Engagement everyday
• Strategic use of Employee Engagement surveys
– Simple, focused
– Linked to Performance (Show me the Money)
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Involving Leadership - Making the business case for engagement….
In 2011, it was important to establish a business case for engagement, or to risk itdying out.2011 Business Impact
Business Casepresented in 2011
‘Engaged Employees’ have a 28% better performance versus targets
Mashreq Branches with higher engagement outperform lower engaged branches
Attrition among employees with higher engagement (>=75th %tile) was half thatof the bank as a whole.
How????????
Driving engagementDriving engagement
Leadership
Line ManagersHR
EMPLOYEEENGAGEMENT
Enterprise + Local level actionEnterprise + Local level action
SPONSORSHIP
CATALYSIS OWNERSHIP
..without Leadership ownership, no hope…
..because as per an old German proverb
‘ A fish stinks from the head’
What does Leadership commitment mean?
• Visible action
• Involvement
• Assign senior sponsors/champions in each group
• Look for every opportunity to involve employees workingtogether
Leadership endorsement - Engagement became the platform around whichto deliver on Key Strategic Initiatives……
EngagementEngagement
Driving RevenueDriving Revenue
Grow overseas contributionGrow overseas contribution
Driving the Nationalization agendaDriving the Nationalization agenda
Mashreq works on a 3 year strategy with key strategic initiatives identified for theperiod. Engagement became the platform around which each of these Strategicinitiatives was driven
Strategic Initiatives
What drives engagement at Mashreq – Leadership commitment….
MEEUmbrella
InstillingPride
Sense ofbelonging
RecognitionPhysical Well
Being
Communication
HR ROLE – CATALYSTS
Impact engagement through the year…
Communication
CA Townhall CA Townhall CEO’ s Townhall Engagement SurveyCommunication campaign
Al Mashreq -InternalMagazine
Skip Level meetings Al Mashreq -InternalMagazine
Recognition Rewards & RecognitionBudgets
CEO’s Club -U.A.E, Qatar+Egypt Closure of R&R Budgets
PerformanceManagement
Setting MBO Mid Year Review PerformanceManagement Internal
Poll
Annual Appraisal
MEE
Sharing Engagementresults
Engagement - healthcheck via internal Poll
MEE survey Share Survey results withindividual groups
Engagement TrainingWorkshops
Engagement TrainingWorkshops New
managersImpact planning sessions Review of Impact Plans
Corporate SocialResponsibility
Health awareness camp Blood Donation drive Free health checkupcamps
OD Initiatives
Family Day Summer Camp for Staffchildren
Mashreq Cares – Rewardstaff children for their
academic achievements
Mashreq First Step(internship program for
staff Children)
1st Quarter1st Quarter 2nd Quarter2nd Quarter 3rd Quarter3rd Quarter 4th Quarter4th Quarter
Constant review..
• Onboarding• PMS• Help draw lines to existing initiatives – eg.
Engagement + Lean• C & B
– Regular internal surveys
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…the myth of organisation culture …
Workplace Engagement
The Local Manager/Leader
Poor Great
44
621860
1019
2011 2012 2013 2014
Building culture where it is created
Triggering the catalyst……
Team based Action Plans
Managers held accountable to Engagement, trained onhow to impact it
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Mindset change - driving/sustaining Engagement through theyear….
Copyright © 2009 Gallup, Inc. All rights reserved.
• One employee at a time….
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Structure of this Document
▪ The Global state of Workforce Engagement
▪ The Mashreq story - Impact of Engagement
▪ The Mashreq story - Driving Staff Engagement
..employee engagement at Mashreq has indeed been a leading indicator ofMashreq’s financial performance…
In the last 2 years, Mashreq’s Net Profit has more than doubled This pace of growthhas outstripped competition. External vindication has come from a string ofprestigious international awards, including being the ‘Best Banking group in UAE”.
Bank Overall
The above illustration depicts Mashreq’s financial performancecompared to its peer group.
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Less than 30 questions in the questionnaire – Standardisation +Customisation
Easy to administer, no fatigue – focused on areas that relate toemployee performance
Covers the entire organisation
Same time each year – part and parcel of way organisation runs (nocompromises even during cost-cutting)
Focus on what matters – simple, short survey….
GARBAGE IN GARBAGE OUT……..
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ENGAGEMENT AND SATISFACTION ARE DIFFERENT
Lessons learnt from driving Change
Change takes timeLeadership involvement, Manager led action, HR catalysesDemonstrate the linkages to Performance – else, GIGOBrand the engagement processCoach managers on how to drive action - Create Accountability
APPENDIX