1. Changing Traditions Lana Stevenson and Shannan Gradt

2. Founded in 1935 Western Canadian farmers’ grain marketing agency Earn the best overall return for farmers from the sale of their wheat and barley What is the CWB?

3. 18-22 million tonnes marketed annually Sell to over 70 countries Annual revenue averages $6 to $7 billion One of Canada’s largest export firms One of the world’s largest grain marketing organizations A large marketing company

4. All proceeds from sales, less the marketing costs, are passed back to farmers Farmer centric Board of Directors Farmer First strategy A farmer centric organization

5. 400 – 450 employees Head office in Winnipeg Strong history/culture Changing organization Inside the CWB

6. Traditional HR model Limited visibility in organization Some fear and mistrust HR programs influenced by ties to government Some industry leading practices (e.g. Wellness Program, daycare) The old HR

7. Journey started early 2000’s Conducted focus groups and surveys to better understand the organization and our employees Lots of challenges ahead Lots of strengths to leverage  Turning Point: “Is HR here for employees or the corporation?” Transforming HR

8. Corporate Review Centre of political debate Media spotlight Changes in leadership  Turning Point: CWB starting to deal with performance issues An organization in turmoil

9. Focus on building a strong foundation of HR programs and services Revamped existing programs Introduced new programs  Turning Point: CWB begins to engage employees Launch of first HR strategy

10. New vision and name change Think Tanks instead of focus groups What do we need to do to Attract, Retain and Develop employees? With foundation in place, now able to move on to the “fun” stuff  Turning Point: Restructuring and job redesign with HR Launch of People strategy

11. Our People Vision: To have an engaged, skilled and talented workforce that is “fluid” – facilitates ease of people movement to continuously meet the changing requirements of the business. Launch of People strategy

12. The good, the bad and the ugly  Turning Point: Paid Time Off program rollout Moving the needle - communications

13. Doing versus leading Varying HR skill levels and interest Created manager expectations  Turning Point: From skeptic to champion Moving the needle – manager accountability

14. Looking outside to improve efficiency Career Compass Program People to People People transformation = business transformation  Turning Point: From back stage to centre stage Moving the needle – industry partnerships

15. Employees waiting for the organization to make a move Introduced tools and opportunities for employees to own their own career  Turning Point: Aha moments – “I’m in charge?” Moving the needle – employee accountability

16. Align with the Strategic Plan Challenge the stereotypes of HR Show them the money; show them the metrics Keep it simple  Turning Point: ROI of corporate wellness Moving the needle – building a case

17. Return on a new investment

18. What’s next Actions completed vision We are here X Actions To-do Goal = achievement vision 5 year plan Benefits Workforce Planning Mgmt Development program On and Off-Boarding Evaluation Talent Management Talent Sourcing Strategy Succession Planning Enhancements Leadership & Mgmt capacity development New HRMS system Compensation “pay for person” Job design and Evaluation Employer Branding Align competencies

19. What specific actions have you seen your own company take (or companies you work with) that have been the most successful in: Communicating HR program changes to employees & managers? Building manager accountability and ownership? Building employee accountability and ownership? Building the case for HR program changes with the Executive? What evidence did you see that you had “moved the needle”? Discussion questions

20. Questions/Comments Thank you