Challenge:
In the wake of the California energy crisis, Edison International needed to turn around its performance and restore confidence in the company’s future. Internal research identified a number of cultural issues hindering success.
Actions:
- Leadership alignment through off-site retreats.
- Articulation of new company vision, two new company values and guiding behaviors.
- Cross-department communications-planning sessions.
- “Drumbeat” communications campaign – alignment with annual goals rollout, employee storytelling, “yearbook effect” visual campaign, manager “conversation starters” and interactive portal site.
- Integration with operational priorities – Enterprise Resource Planning.
- Peer and corporate recognition programs — Annual Chairman’s Award
- Integration with HR Processes – new employee orientation, performance management, culture – workshops for leaders.
- External reinforcement through corporate advertising campaign.
Results:
- Employee engagement results showed marked improvements:
- 86 percent agreed that how they act is just as important as what they accomplish.
- 81 percent felt that their work contributes to the company’s vision.
- 80 percent believed that living the company’s values is as important as achieving its business goals.
Recognition is not just the responsibility of leaders: As part of the launch of a new interactive intranet site, we also introduced values-themed e-cards for employees to recognize peers who model Edison’s values and guiding behaviors.
Shining a light on values-based performance: To reinforce specific behaviors and provide employees with clear role models, Edison introduced the Chairman’s Award. This company-wide recognition program required significant coordination across multiple business units, geographies and organizational structures. The Award and supporting publicity served as a culmination of the culture communication campaign’s first-year efforts by providing clear and compelling examples of the power of values-driven performance.
