2018-NOV-HR Case Study-Short


Continuous Improvement (2016–present) This brings us to our current state, where we are continuously seeking to improve all aspects of the organization in order to create greater and greater impact. We have invested in our strategic planning and technology teams to help us meet our goals for scaling and stakeholder service. We are proud to have been recognized in our efforts to make WE an employer of choice, winning several HR-focused awards (Canada’s Most Admired Corporate Cultures Award, Notable.ca Canada’s Top 5 Charities Run by Young Professionals, one of Canada’s Top Employers for Young People). Every year we listen to and learn from our employees in order to improve the experience and make our culture even better. Results of the anonymous employee surveys we’ve conducted since 2015 indicate a 2.85 x improvement in the area of work-life balance, 5.33 x improvement in providing adequate compensation, 1.22 x improvement in overall employee recognition and 1.73 x improvement in the effectiveness of our internal employee communications efforts. Today, 68 percent of staff say they are proud of the work they do and, further, that they understand how their work contributes to the goals of the overall organization. We certainly aren’t perfect and probably never will be; the nature of being a world-class organization, which is what we strive toward, is that you are never done improving. It’s not a destination, it’s a process.

Milestones D D To date, the WE Villages program has provided 30,000womenwith economic self-sufficiency tools. D D WE Villages sustainable development work expands into a ninth country: Ethiopia. D D Since the creation of the WE Villages Water Pillar, one million people have been provided with improved access to clean water, health care and sanitation. D D ME to WE launches coffee and award-winning Fairtrade chocolate that empowers women farmers with each purchase. Support for employees D D New, fully accessible headquarters are unveiled in Toronto, with dedicated space to serve the community as well as offices for staff, addressing issues identified in the first employee survey of 2015.

D Technology in the new headquarters makes it possible to capture professional development sessions and share throughout the organization; this assists with staff experience in regional offices. D D Free gym memberships offered to all Canadian employees and many in the U.S. (2017). D D The organization invests in dedicated internal communications staff. D D People managers receive mandatory training on how to give effective feedback, assess performance and have tough but important conversations with staff. D D Aligned on what their work priorities are, staff have the tools to be successful. D D Regular town hall sessions give Heads and Directors facetime with Executive leadership. Key communications cascade more easily through teams.

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