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Culture Change at Canada Post’s Learning Institute
- Input from customers, employees and management drives culture change
- Continual learning programmes support business goals
The Problem: Canada
Post had a 100-year monopoly over the Canadian
postal business and needed to reconnect with its
customers. A long history free from the threat of
competition had caused Canada Post to become
complacent. Now, to ensure its vitality,
management and employees realised it was time to
change the corporate culture to one centered on
customer service.
The Solution: Old
habits die hard. Creating lasting change first
requires motivating employees with the right
opportunity and then sustaining that
change with the right tools. To that end, Watson
Wyatt worked with Canada Post’s human
resources executives to revitalise existing
Learning Institute programmes as a vehicle to
drive this cultural change.
Canada Post put together a
project team and named the joint effort Learning
Aligned with Business Strategy. With input from
customers, employees and senior management, the
Watson Wyatt/Canada Post team took a series of
steps to ensure that the Learning Institute would
fulfill its evolving role:
Discover Phase
The team surveyed internal
stakeholders, including interviews with more than
50 key executives, and conducted a voice response
sample survey of all managers and supervisors.
Invent Phase
After analysing the survey
results, the team pinpointed six high-impact
focus areas:
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- Executive leadership development
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- Employee and customer satisfaction
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- Products and services knowledge
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Next, the team researched
the best practises of other major corporations to
benchmark learning practises that would work for
Canada Post and the best ways to measure their
impact.
Deliver Phase
The team then produced a
strategy linking employee education programmes
with business strategy to drive corporate change
and suggested an infrastructure for successful
implementation.
Results: Canada Post
revitalised its Learning Institute as a critical
capital investment for future growth. Watson
Wyatt helped take the programme — and the
organization — to the next level by
tailoring employee education to meet concrete
business performance goals. By strategically
investing in employee education, Canada Post
tapped its most valuable resource — its
people — to begin to change its culture and
enhance customer service.
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