ACI-NA - HR award - Aéroports de Montréal

Category:Change Management

ACI North AmericaHuman Resources Excellence Recognition 2015

LeadAirINFLUENCING OUR CHANGE MANAGEMENT

AÉROPORTS DE MONTRÉAL ACI NORTH AMERICA 2015 PAGE 2

Our Mission PROVIDE quality airport services that are

safe, secure, efficient and consistent with the specific needs of the community.

FOSTER economic development in the Greater Montréal area, especially through the development of the facilities for which it is responsible.

CO-EXIST in harmony with the surrounding environment, particularly in terms of environmental protection.

ADM is committed to succeeding in each of the sectors in which it works – airport, aeronautical, real estate and retail services – and to developing its two airport complexes to their full potential. Montréal-Trudeau acts as a hub for domestic, transborder and international passenger traffic, while Montréal-Mirabel is a world-class aerospace centre and all-cargo airport.

December 2015 ADM seeks to continuously improve organizational performance and believes firmly that performance depends heavily on the ability of leaders to mobilize the 700 plus employees of the organization. This belief led, in 2011, to the creation of LeadAir, a leadership development program.

On the other hand, an extensive international benchmarking conducted in 2013 highlighted the need for ADM to enhance the competitiveness of the organization. ADM’s Executive Committee (ADM_EC) recognized the need to bring about a cultural change in terms of productivity, the generation of non-aeronautical income, while continuing to improve customer satisfaction.

This document outlines how ADM invested in developing its leaders to enhance employee engagement and how our LeadAir program played a vital role in the transformation of our corporate culture.

Developing LeadershipAt ADM, the objectives supporting leadership development are:

Contributing to the creation of a culture of performance

Fostering agility and alignment of the organization

Ensuring effective succession

Reducing dependence on senior directors

Encouraging sharing of expertise and knowledge in the field of airport management

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Aéroports de Montréal (ADM) is a private, not-for-profit corporation without share capital that is responsible for the management, operation and development of Montréal–Pierre Elliott Trudeau International Airport and Montréal–Mirabel International Airport under the terms of a lease signed with Transport Canada in 1992 and expiring in 2072.

Exciting results 2013-2015

Employee mobilization

Employee demobilization

+6% –7%

*

* See p 9, 10 for further details.

“LeadAir offered a unique platform to discuss leadership experiences at ADM in a very pleasant, innovative way. It gave me a singular opportunity to play the role of coach and mentor alongside motivated directors who wanted to develop their leadership skills, while uncovering the true extent of their potential.”Pierre-Paul Pharand VP, Airport Operations, Infrastructure and Air Services Development

Genesis of LeadAir The genesis of the LeadAir program was thus a decision by ADM_EC to improve performance by increasing employee engagement. Working with AON Hewitt (a firm specialized in mobilizing employees), Aéroports de Montréal’s Human Resources department (ADM_HR) helped define 8 core competencies that needed development in employees to help them work together towards a common goal.

8 competencies Six competencies were identified as those needing development in all ADM leaders.

Sense of engagement Mobilization Client culture Results-oriented Effective interpersonal relationships Talent development

Two competencies were identified as those needing development at the senior management level (Vice President and Board of Directors).

Being politically savvy Strategic thinking

The program’s 100 participants, from all areas of ADM, were divided into cohorts of 10 to 12. They were organized by hierarchical level, fixed and multidisciplinary. The objective was to enable participants to learn about different areas of the business, develop a more global perspective of it, and deepen understanding of ADM and its many interactive parts. Over time, participants began to develop strong links. A network of contacts grew informally and people began to connect with each other to solve problems in everyday life (increasing operational efficiency).

This rather innovative program consisted of the following educational approaches.

TRAINING (classroom): modules were designed for each competency. Theoretical concepts were taught and participants integrated dynamic interaction to maximize integration of concepts: group discussions, individual exercises, and role-playing.

COACHING: each person had individual coaching sessions with an external coach.

BUSINESS CASE STUDIES: practical business case studies helped participants integrate material. A group of internal coaches (more experienced ADM directors) designed and animated the sessions.

Essential Ingredient: Input and Involvement from VPs An ADM_EC member actively sponsored each program competency. This role had two components.

Choose the kick-off activity to launch each training module. (e.g., invite well-known local business personality to share experiences; convene Board members to explain BoD duties).

Greet participants and share a 15-minute overview on personal vision of this competency.


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Session 1Module 1 – Introduction to the training process 4h

8hModule 2 – Sense of engagement

8hModule 3 – Mobilization

2hBusiness Case Studies

2hCoaching Session

Session 2

Module 4 – Strategic Thinking 8h

8hModule 5 – Results-oriented


2hCoaching Session

Session 3Module 6 – Effective interpersonal relationships 8h

8hModule 7 – Talent Development


2hCoaching Session

Session 4Module 8 – Management of client culture 8h

8hModule 9 – Political Acumen


2hCoaching Session

4hClosing Meeting

ASSESSMENT TOOLS

Leadership Curriculum 2016 – 2020Design process

LMS CatalogueGateway to the Leadership Curriculum

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GestionAirTargets professional employees and new managersIdentifying programs’ operational and business issues to be resolved

Recognizing business challenges and support in program projects

LeadAir À la carte development (Visa passport) 70-20-10 Method Integration activities

VisionAir Establish and maintain ADM’s leadership position Share knowledge and experiences acquired through conferences and partnerships Provide strategic business intelligence on industry trends Establish new international partnerships to develop participation in our two other programs Identify strategic issues that could become projects / case studies for LeadAir and GestionAir Select development activities that are in line with new ADM leadership skills.

Change Management – PERFORM 2016-2018Scenarios designed to accelerate transformation

2014 2016 2018

TRANSFORMATION THROUGH INNOVATIONBUILDING THE FOUNDATION

Build capacity for change Create a sense of urgency and vision Create the core (the team) to implement the change Develop the ability of managers through coaching of senior management, HR Business Partners Training / Facilitating / Link to mobilization Transformation of culture in action through process optimization, collaboration

Setting up the capacity for change Build on past change experience Capitalize on change agents, ambassadors Convert 60-80% of employees to change Minimize resistance to change

HUMANIMPACT

BUSINESSIMPACT

INCREMENTAL: SIMPLEST

SLOWED GROWTH: COST: PAX≥TORONTO

TRANSITIONAL: MEDIUM COMPLEXITY

REDUCED OPERATING COSTS

TRANSFORMATIONAL: HIGHLY COMPLEX

INCREASED REVENUE

LEARNINGTHROUGHACTION

The LeadAir program was taught over several years. ADM_HR was involved in the creation, design and development of the training modules: scenarios, situations, and business case studies were done with direct input from the ADM_HR directors and team.

A Module on Mobilization Throughout this LeadAir offensive, ADM_HR remained focused on mobilization. The team was firmly proactive with feedback from program participants. As the directors began to learn more about what ’being a mobilized team’ entailed, ADM_HR quickly identified gaps existing within the organization – objectives not being clearly defined or not cascading down quickly enough to employees to action them; information remaining at the director level.

HOW CAN PEOPLE WORK ON SOMETHING WHEN THEY DON’T KNOW WHAT THEIR DIRECTOR REQUIRES OF THEM?

Critical Turning Point This particular module on mobilization triggered significant discussion, and a potent, yet simple idea took shape. Directors concluded that the key ingredient, in being mobilized, was to become involved in strategic planning and to align their needs and objectives with those of their confreres.

ADM_HR met with ADM_EC, and shared the eye-opener from the mobilization module: for directors to be engaged, to have a sense of purpose in their work, they needed to know – through strategic planning – where the ADM business was going.

Identifying the gaps, ADM_HR began aligning information, which in turn changed how ADM would do its strategic planning, from there on in. Working together seamlessly, they used small steps to garner impactful results.

THE EXECUTIVE COMMITTEE DECIDED TO MOVE TO STRATEGIC PLANNING MEETINGS, WHERE DIRECTORS COULD BECOME ACTIVELY INVOLVED IN STRATEGIC PLANNING.

This open cycle of feedback and exchange between ADM_HR and ADM_EC resulted in the building of real change. The program became impactful: corporately, ADM made changes to its culture to better support LeadAir. It became a continuous improvement, programing the organization’s leadership skills.

Results The debut of LeadAir brought about major corporate changes in 2012, as it began changing the core processes of planning and performance management at ADM.


2011

–201

2THE RESULTS WENT FAR BEYOND WHAT WAS EXPECTED.

“My professional development has benefited tremendously from the LeadAir program’s training, coaching and workshops. I am better equipped for leadership, and to mobilize employees. Success is not the result of chance; we must have the desire to grow, to improve.”Erik Groeneveld, Security Supervisor

“What LeadAir has given me is the opportunity to share some of my colleagues’ most important lived experiences on the unit, both during the interactive exercises and in the theoretical modules. The coaches helped provide added depth to the program by putting things in context.”Denis Arsenault, Coordinator, Infrastructure Works and Commercial Project Support

Let’s benchmark! On the heels of LeadAir’s successful debut and continued rollout into 2013, ADM_EC seized the moment to commission a benchmarking exercise – with an external firm – with the view of helping the organization become even more competitive.

With strong international industry credentials, experience, data and information, the selected firm executed a rigorous 4-month benchmarking exercise and comparative business analysis for ADM against other airports and the industry in general.

Perform Plan The result of this business analysis led to the development of the Perform Plan, designed to address ADM’s benchmarked need to be more competitive through strategies, tactics, appropriate initiatives and incentives.

We have an approach and clear principles with respect to change management that will allow us to skillfully implement this cultural shift (see table below).

Outcomes – Innovation ADM_EC continued applying its innovative spirit to its business practise. Rather than involving only specific operational VPs in Perform’s development, ADM_HR’s VP was also included. Thus, ADM_HR had a heads-up on what would be implemented at ADM in the near future (4-5 years).

The ADM_HR VP kept her strategic team involved from the get-go, fostering the development of an HR strategy around the changes underlined in the study.

A Second Critical Moment A LeadAir module was being created parallel to Perform’s development. With specific insight into challenges facing ADM in the near future, there quickly emerged the idea to populate the module with real-life initiatives gleaned from Perform.

This strategy proved most beneficial: glean insight from Perform and include these case studies in LeadAir. So unbeknownst to them, students were, in fact, being prepared for actual situations.

This agile move essentially positioned ADM_HR as a solution to the benchmarking and not a problem. (as during a time of cost cutting, spending money on leadership could have been perceived negatively).

Innovation breeds Innovation ADM_HR proposed revamping the LeadAir program to become a platform for ADM_EC’s vision of change. Then ADM_HR went further, proposing that they collaborate in the design, development and delivery of the program: it had the team, the expertise, and the desire to become further involved.

Internal coaches played a significant role as true agents of change through their support. Being involved in the design of case studies from the outset, allowed them to better understand issues of change related to Perform (e.g., optimization of business processes, structural changes, new technologies). They were solidly equipped to support their own teams in the implementation of these important changes.


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HUMANIMPACT

BUSINESSIMPACT






INCREASED REVENUE


WE INTENTIONALLY EMBEDDED BUSINESS INTO OUR TRAINING.

Online Games for Learning – Managing a Culture of Service The 2-hour training module, designed to develop a culture of service, had complexity and challenges in its educational objectives. Anticipated results from participants included these abilities.

Explaining ADM’s vision of service regarding behaviours needed to promote the service

Recognizing individual and collective contribution of those providing the service

Mobilizing team members to anticipate questions and provide innovative services

Adopting a partnership-based approach

ADM_HR set out to create an innovative, impactful online game to let participants live the learning experience. It lasted 10 months, with participants in teams of two, competing against each other.

This online game placed participants literally in the shoes of ADM’s Culture of Service Director. They made decisions, intervened virtually (with colleagues, employees, bosses, partners) to solve problems or implement initiatives for ADM’s culture of service. Each decision had impact on performance indicators; progress was tracked monthly.

Revenue / passenger

Expenditure / passenger

Passenger satisfaction

Employee mobilization

This unique training approach produced the desired results. Participants confirmed that it helped them better understand the complexities of the airport environment; and that, now they are able to make better decisions, every day, that are fully aligned with ADM’s culture of service.

Recognition from the CRHA (Certified Human Resources Professionals Association) ADM_HR was invited to present the Online Game concept at the Association’s Annual Meeting. With close to 9,000 members, the Ordre des conseillers en ressources humaines agréés is the fifth largest association of its kind in the world, and the only organization in Quebec mandated to award human resources professionals a title certifying their competency.


2014

“The LeadAir program helped me take stock of my skills as a manager, and develop them further through an array of workshops, all the while collaborating and exchanging with different colleagues. I found this strategic approach most beneficial.”Guillaume Dorval Chief, SMS and Airside Services

RESULTS WERE IMPRESSIVE

–ONLINE GAMES FOR LEARNING

Mission Possible (closing meeting) Efforts by ADM_HR, to be heavily invested in developing the LeadAir program to support ADM’s leaders across all departments and areas of business, continued late into 2014. When the time arrived to bring the program to its anticipated conclusion, the ADM_HR team was ready with a clever finale designed to cement the training in the minds of the participants, forever.

What had been treated as simple class exercises turned out to be something else indeed: the cases, gleaned from Perform, were real-life situations that participants would likely face in the near future. In an intense half-day event, filled with surprises, participants had to work on three case studies, presented as videos, featuring other employees, directors, VPs, and even the President!

Themed “Mission Possible”, the final business case study was fun and engaging; further, it drew participation from ADM’s leaders, from the top down. Vice Presidents acted as coaches during the final episodes, with great enthusiasm.

They created seeds of change and helped participants see real opportunity in change; they also moved towards much closer relationships, together.

LeadAir effectively turned a critical eye on management issues while painting a realistic portrait of the different opportunities for improvement. Teams became more agile, worked together more efficiently, and improved sequencing in handling initiatives.

THESE OPPORTUNITIES ARE PRICELESS IN TERMS OF BUILDING A REAL PLATFORM OF CHANGE.

Business Analysis and Plan of Action The ADM_HR team members had knowledge and solid experience regarding the impact that could be garnered from the huge transformation that was underway. Guiding the leadership development and organizational development, coming together, they also became agents of change.


2014

–201

5

–MISSION POSSIBLE

THIS EXCHANGE – THIS INFLUENCE – ACCELERATED THE CHANGE AND BROUGHT TREMENDOUS VALUE TO THE BUSINESS.

“I thoroughly enjoyed the LeadAir program. This training provided functional tools to improve my managerial work in an airport environment. And being able to discuss real-world cases with colleagues, helped make this an even more rewarding training.”Yasmine Alloul, Eng., Assistant Director Planning / Building

The ADM_HR team’s objective was to continue to make LeadAir relevant, a way of being, and to build the culture of leadership development within the business. ADM_EC supported this effort, the results and the continuation of HR reinventing itself and offering new services.

ADM_HR’s vision was to open up its programs and its services to the airport community. One such successful example was the “Serving the World / I’m on Board!”, program it undertook in 2015 out of an initiative to revamp customer service.

One of the challenges it outlined was the need to continue to improve customer satisfaction (that was already at 97%). ADM_HR opined that ADM employees alone could only do so much to raise the bar; and the only way to really and sustainably improve customer service was to help the entire airport community to improve and maintain it.

ADM’s “Serving the World / I’m on Board!” program, aimed at shaping a shared culture for every airport employee and partner, by creating a uniform, coherent customer service experience focusing on innovation, friendliness, fl ow and security.

The program includes three main components.

Team training

Recognition practises

Mystery passenger program

The program was launched in May 2015. So far, our partners from various sectors of the airport community (stores, airlines, service companies, law enforcement agencies) have been involved in the program and the future looks bright!


THE ADM_HR POSITION IS THAT IF THE AIRPORT COMMUNITY IS SUCCESSFULLY BUILDING CUSTOMER STANDARDS TOGETHER UNDER A COLLABORATIVE UMBRELLA, SHOULD THEY NOT ALSO BE BUILDING LEADERS TOGETHER?

2015

–201

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“The LeadAir program allowed me to renew my connection with some basic management tools that are all relevant to my role at ADM; and this was done in a highly engaging group synergy. It has led me to a better understanding of the interaction between our various management centres.”Pierre Cusson, Eng.Chief, Planning/Administration

Tangible Results Through AON Hewitt’s Best Employers study, all ADM employees are invited (every 2 years) to complete a survey to assess degree of mobilization; 3 behaviours characterize this.

Speaking positively about their employer

Showing strong interest to remain with the company

Trying to surpass themselves on a daily basis

The results were successful and outstanding; in two years, during a period of cutback and realignment, we enjoyed a 6% rise in employee mobilization and a 7% decrease in employee demobilization.

The decision of ADM to focus on leadership development to enhance employee engagement has borne fruit. Moreover, the figures that follow show that mobilization behaviours in general improved between 2013 and 2015.

Monetary Impact It is important to note that reducing the number of demobilized employees helps enhance business performance. AON studies show that a demobilized employee can lose 1 to 2 hours of productive work per day!

Between 2013 and 2015, the proportion of demobilized employees at ADM fell 7%. Our calculations show that this equates to potential savings of more than $ 800,000 a year... on a recurring basis.

It’s easy to imagine the positive impact on profitability with a group who decides to adopt behaviour that goes “above and beyond”: waste reduction, reduction of lost time, generation of ideas for improving work processes, sharing expertise and knowledge.

These results have been achieved since the launch of LeadAir.


Participation in leadership / management development programs has improved...

Leadership Development

...my effectiveness as a people leader.

...my effectiveness in ensuring the overall success of my department, division, business unit.

...my effectiveness in collaborating with leaders across our organization.

...my ability to use my personal style effectively.

74%

70%

79%

77%

Succession

Managers – Promoted

Managers – Significant change to roles and responsibilities

7

15

Statement

Supporting Management

I get the support I need to successfully manage others (e.g., training, development, coaching, tools, time, resources).

I receive effective feedback from my manager on how my leadership style influences my team.

I get the support I need to help people on my team improve their performance (e.g., training, development, coaching, tools, time, resources).

I can confidently explain our organization’s future direction to individuals on my team.

+ 5%

+ 20%

+ 16%

+ 7%

StatementVariation between

2013 and 2015 Variation between

2013 and 2015

Mobilization

It would take a lot to get me to leave this organization.

I would not hesitate to recommend this organization to a friend seeking employment.

This organization inspires me to do my best work every day.

I rarely think about leaving this organization to work somewhere else.

Given the opportunity, I tell others great things about working here.

This organization motivates me to contribute more than is normally required to complete my work.

+ 5%

–

+ 9%

+ 7%

+ 5%

+ 10%

Mobilizationfrom 2013 to 2015

+ 6%

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74%

70%

79%

77%

Succession



7

15

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+ 5%

+ 20%

+ 16%

+ 7%



2013 and 2015

Mobilization







+ 5%

–

+ 9%

+ 7%

+ 5%

+ 10%


+ 6%

Potential savingsof more than

a year$ 800,000

These results are certainly not new to LeadAir. The survey asks very specific questions to managers about the leadership development programs offered by the organization.

The AON Hewitt survey also provides insight into what factors affect the level of managers’ engagement. These questions measure how managers feel supported by the organization in order to fully assume their daily management responsibilities. The successful development of LeadAir helped managers create an engaging environment and increased staff mobilization, allowing them to become better leaders.

Employee Perception towards their Managers The survey results underline that employees feel better supported by their managers in their work (score in this category increased by 14% between 2013 and 2015).

The efforts to create a sense of proximity between the hierarchical top-level managers with employees seem to have borne fruit! Indeed, the theme “My Manager’s Boss” is assessed in the survey; it evaluates employee perception of leadership qualities in how their own manager relates to his/her boss. The score in this category increased by 20% between 2013 and 2015.








74%

70%

79%

77%

Succession



7

15

Statement






+ 5%

+ 20%

+ 16%

+ 7%



2013 and 2015

Mobilization







+ 5%

–

+ 9%

+ 7%

+ 5%

+ 10%


+ 6%

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“I appreciated the openness and transparency of how the changes at ADM were communicated to us. As managers we see and feel this change; but having it explained in the context of leadership really improved the understanding of the cultural shift taking place within the organization. Highly mobilizing!”Kathy Baig, Eng., MBA, Project Manager / Construction







74%

70%

79%

77%

Succession



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+ 5%

+ 20%

+ 16%

+ 7%



2013 and 2015

Mobilization







+ 5%

–

+ 9%

+ 7%

+ 5%

+ 10%


+ 6%

The Future Looks Bright With these conclusive results, clearly ADM intends to continue its leadership development, which has proven to be a powerful lever in mobilization and bringing about organizational transformation. ADM decided to update its leadership competency profile so that its leaders are prepared to face the challenges the future holds. This exercise is currently under way.

Comprehensive Leadership Curriculum Integrating 3 ProgramsLeadAir will be revamped over the next few months to make it more flexible and adapted to the realities, needs and experiences of each manager. These principles will be considered in the program update.

Customizing content to meet different needs

Promoting accountability of managers for their professional development

Limiting theory to 10%, and focusing on learning in action (70%)

Promoting social links and trust amongst the groups (20%)

GestionAir is the first level of management and leadership development at ADM. Participants gather practical tools, enabling them to optimize performance in daily operations.

The program provides a solid base in airport management. GestionAir targets recently promoted ADM employees, and experienced managers who are newly arrived in the airport milieu. The program also broadens the scope of knowledge of those within the airport environment. GestionAir also caters to professional employees with motivation and the potential to assume a management position.

VisionAir We aspire to create a new program that would target the most experienced directors of the company and leading executive level. This program must still be created but at present, we believe the development activity would include the following.

Participate in networking activities with other directors (whether related to the airport world or not)

Attend leadership conferences with practitioners and world-class educational institutions

Cultivate proactively and continue the two other programs

In connection with this third aspect, this community of senior directors would be mandated to:

Establish and maintain ADM’s leadership position

Share knowledge and experiences acquired through conferences and partnerships

Provide strategic business intelligence on industry trends

Establish new international partnerships to develop participation in our two other programs

Identify strategic issues that could become projects / case studies for LeadAir and GestionAir

Select development activities that are in line with new ADM leadership skills.

Ultimately, we want the three programs to be aligned, consistent, and to sustain each other so as to develop ADM’s leadership capacity. We firmly believe that we will succeed by developing a learning system in which our leaders shape our leaders.

More than ever, we are fully prepared to face the changes awaiting us in a VUCA world, characterised by volatility, uncertainty, complexity and ambiguity.


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“LeadAir was an extremely enriching program. As the case studies were based on real operational challenges characteristic of the airport sector, we became fully aware of other people’s perspective while actively contributing to the resolution of the issue. It was an extremely rigorous method of working.”

Karine La Salle, Director, Commercial Development and Marketing


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Documents

ACI-NA - HR award - Aéroports de Montréal