A Great Place to Work

How Managers and Their Teams Can Work Together to Make the Site an Engaging Workplace
 A Great Place to Work
Employee
Engagement

A positive work environment, built on trust and mutual respect, where everyone
has a strong sense of purpose and contributes their own best work, supported
by their leaders and in collaboration with their peers
Every team member contributes to making the site a great place to work
 A Great Place to Work

Team members work hard for the benefit of one another and their
customers

Highly satisfied customers

Strong business results

Opportunities for personal growth and professional development

 A Great Place to Work

The information which follows represents some best practices for

creating a great place to work – a place that fosters engagement,
commitment, innovation, growth, and opportunity.

Not all of the practices will be workable for all locations

4
Best Practices - General
Employee
Engagement

 Every team member understands his/her role and responsibilities

 Every individual at the location, regardless of role, is treated with courtesy
and respect
 Honesty and integrity are core values for all team members
 Team members look out for one another, offering assistance and sharing
information in a collaborative effort to improve group performance
 Communication among team members is frequent and meaningful so that
everyone is well-informed about the site, about the customer, and about
company-wide programs
 Exceeding customer expectations is a guiding principle for the team
 The ABM and GM actively support the site and the team
 The HRBP is engaged with the team as a positive resource
Best Practices for Improved Career Opportunities
Employee
Engagement

 Strong performers provide training for less skilled employees.

 Strong performers are provided with developmental projects or “stretch”
assignments.
 The mid-year development plan process is used as an opportunity to
conduct in-depth discussions of career interests and options.
 Managers and employees think through development plans and follow
through on development activities. Reminders help ensure that
development items are completed.
 The team understands how to access job postings and apply for new
opportunities.
 There are regular, informal conversations about individual performance and
contribution.
Best Practices for Improved Career Opportunities
Employee
Engagement

 Relevant job descriptions are reviewed to help employees identify ways to

better qualify themselves for new/different positions.
 Career discussions are clear and realistic about what is possible: What can
an employee realistically expect his/her future to look like at the current
location? Should relocation be considered to maximize career
opportunities?
 Employees are aware of the applicable certifications that might facilitate
further career growth.
 Employees are able to discuss career interests/job skill enhancement with
ATS subject-matter experts and/or successful incumbents.
.
Best Practices for Improved Career Opportunities
Employee
Engagement

 Job/project assignments are rotated to broaden individual competencies and

skills

 Strong performers mentor new employees to help new hires assimilate and
understand all aspects of the work environment

 An allotted amount of time per week/month/quarter is used for employees to

cross-train with others in order to learn a new skill/process

 Technical skill assessments are used to identify functional strengths and

opportunity areas. Technical training resources help identify courses that
may reduce/eliminate skill or knowledge gaps.
Best Practices for Collaboration
Employee
Engagement

 Team round tables are used to enable employees to work together in identifying ways
to improve group performance

 Strong performers participate in the interview process by providing tours, realistic job
previews, assessing technical knowledge/skills.

 Cross-training opportunities enable team members to share job knowledge.

 Job rotation occurs on an occasional basis to broaden employees’ competencies and

to deepen understanding of co-workers responsibilities.

 There is a forum for employees to explain/demonstrate to others how an on-the-job

problem was resolved or how a customer concern was successfully addressed.
Best Practices for Communication
Employee
Engagement

 Weekly manager communications are read and information is shared

with the team when appropriate.
 Regular staff meetings/shift change meetings provide a forum for
upward and downward information exchanges.
 There are regular Town Hall Meetings.
 Site/department goals and objectives are posted in a highly visible
place. Progress against goals is recorded on a regular basis.
 Team communication sessions are held on a regular basis to gain
feedback on workplace activities.
 Informal communication occurs via ad hoc meetings, daily information
updates, gathering into a circle for quick 10-15 minute information
exchanges.
Best Practices for Communication
Employee
Engagement

 Upward feedback is actively solicited, valued, and acted upon.

 Continuous open and honest two–way feedback is encouraged at all
levels. Feedback that is perceived as negative or critical is handled in a
positive way.
 There is an “open door” policy.
 Leaders are visible and accessible.
 Impromptu breakfast/lunch/snack breaks are used to facilitate informal
conversation with the team.
 The team gets to know, and appreciate, one another as individuals.
 Regular “what’s going on with the VoT” updates are provided for the
team
Best Practices for Customer Focus
Employee
Engagement
 The team is focused on how to improve service delivery and positive customer
interactions.

 The team regularly reviews achievements and challenges from the customer’s
perspective.

 Employees who have successful customer interactions are recognized and asked to
share their experience and “how to’s”.

 Site performance metrics are posted, updated, and regularly reviewed with the team.

 Customer interactions are consistently polite and respectful.

 The team understands the customer’s organization and is aware of key customer
employees
Best Practices for Autonomy
Employee
Engagement

 Decision-making processes are developed and clearly communicated

 The number of decisions that require approval is kept to a minimum

 Positive efforts that yield positive results are publicly recognized

 Team members are encouraged to ask questions/volunteer information,

rather than having to wait to be asked for their opinion
Best Practices for ATS Culture
Employee
Engagement

 The team is aware of the vision/mission for the organization as a whole and
understand the role of their area/department/site within that vision.
 The ATS culture is modeled in each team member’s day–to–day work.
 ATS company goals are shared with the team – the team understands how they
contribute to the achievement of those objectives.
 Company initiatives and senior leadership decisions are actively supported.
 Site leaders attend meetings such as the Quarterly Management Forums and
share the information with the team.
 All employees have access to/attend corporate Town Hall meetings.
 The team is aware of the company organization and understands who the
company leaders are.
 Team members have attended the ATS Service Quality Orientation
Best Practices for Learning & Development/Training

Employee
Engagement

 Employees understand Cornerstone and how to access on-line training

resources.
 Company resources such as Operational Excellence, Talent Management, or
Safety are used to assist in identifying available training and mapping training
courses to employee needs/interests.
 The mid-year development plan process is used as an opportunity to conduct in-
depth discussions of training and development needs.
 Team members train others in their areas of expertise.
 Team members have the opportunity to work in other locations/departments to
gain exposure to different types of equipment or different disciplines.
 Team members have the opportunity to discuss career interests and
qualifications with professionals in their area of interest.
 Mentors are assigned to assist with knowledge/skill development.
Best Practices for Recognition

 The Gear recognition system – or Yammer - is used to thank team members

Employee
Engagement
for their “above and beyond” efforts or to recognize special achievements.
• Employee gatherings or meetings are used to recognize individual and group
accomplishments.
 A special local award is used to recognize achievements in areas such as
quality, safety, cost savings, etc.
 Employees are recognized on an individual basis for birthdays, service
anniversaries, earning certifications, earning an educational degree, etc.
 Team appreciation events, such as a group breakfast or lunch, are used to
recognize a special achievement.
 Employees are recognized for participation in community service events or
organizations.
 The area/department/site bulletin board are used to post congratulatory
notes about special efforts or accomplishments.
Best Practices for Work/Life Balance
Employee
Engagement
 The team regularly reviews work tasks to identify tasks that may be eliminated or processes
that may be streamlined.

 Staffing needs are analyzed on a regular basis

 Scope-creep issues are identified and the team works toward eliminating out-of-scope tasks or
assignments.

 Resources from other departments/sites are used to assist with temporary peak workloads.

 Alternate work schedules are used that meet employee needs while ensuring that customer
and business requirements are met.

 Overtime hours are regularly assessed to ensure that overtime work is appropriately/evenly
distributed.

 Whenever possible, advance notice is provided regarding schedule changes or overtime

needs