Employee Experience Roadmap

Our Employee Experience

GraceKennedy aims is to cultivate a positive and efficient experience for

all our employees by winning their hearts and minds.
We intend to design the right experiences that will positively influence
the connection between employees’ physical, social and cultural
environments. We will provide the tools and relationships our
employees need to accomplish work on a daily basis.
How will we do this?

Voice of the employee 1. Personalization

Analytics 1. Physical
Environment 2. Transparency
Process Improvement 2. Social
Opportunities 3. Connections

HR Feedback 3. Simplification

Hypothesis Generation
4. Authenticity
Generational Mind-sets
3. Work to be Done
Case Studies 5. Organizational Responsiveness

Leverage Analytics

Understand touchpoints along the employee journey

Design a cross-functional experience

Use iterative design principles

Align to Purpose, Brand and Culture

Using the Employee Lifecycle as a Roadmap
Interventions

Development
Recruitment

Onboarding

Separation
Attraction

Retention
Text Text Text Text Text Text
• Employee • Employee • Welcome • Mentorship/co • Peer to peer • Alumni
Value Referral Package aching recognition Networks
Proposition Program • Assign • Competency • Value share • Feedback
• Revamped • Build Talent Onoarding framework moments
Careers Page Pools Partner • Development • Recognition
with employee • Package • Work Tools framework wall
testimonials employee • Mentor • Learning
• Active LinkedIn benefits in communities
• Job specific
Page contract
training • Job Shadowing
• Listen to
• Onboardee • Job enrichment
internal and
collaboration • Talent reviews
external chatter
page
• Collaboration
sites
• Innovation hub
Supported by Purpose Brand Culture

• Ideal GK Employee – Competencies with define behavioural traits for each

level in the organisation. This should flow in to the performance forms
and forms the career progression framework.
• Culture of continuous learning – real time development framework,
career coach, learning hub (podcasts, ted talks, bite sized learning
materials)
• Talent Calibration – Performance and compensation
• Talent Grid – Development and Progression
• Annual Career conversations in addition to regular coaching and rtd
• Digital Institute
   FY 21 Q4 FY 22 Q1 FY 22 Q2 FY 22 Q3 FY 22 Q4
Lifecycle Area Initiative Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec

Attraction

Recruitment

Onboarding
 

Deploy CPM Rollout

Assess
CPM in Campaign CPM in Compliance
Development live SF

             

Retention

Separation

Define Competencies & Integration into

Ideal Gk Exploratory
Employee sessions behaviours the employee Assess
Purpose, defined Lifecycle
Brand,
Culture Sensitize Staff To RTD /
Meaningful Conversations
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KEY

Team A Team B Team C Team D Team E Team F Team G

• Day 1: open employee fgib account
• Introduce employee to wealth management services – have a
dedicated contact for new recruits
• GK value rewards set up
• Credit card application
• Email signature
• Powerpoint template pack
• organizations can enhance employee experiences through increased
levels of personalization, transparency, simplification, authenticity and
organizational responsiveness.
Program Vision and Strategic Principles
•The Program Management Office (PMO) vision and associated strategic objectives
guide all change related activities.

Program Office Vision

Manage and execute all change initiatives to help maintain a leadership

position in Trade Processing.

Strategic Objectives

1 Continuously improve efficiencies (initially by consolidating processes and systems)

Tier 1 2 Address existing and new regulatory requirements

3 Partner with key stakeholders to drive enhanced experience and new functionality

4 Ensure a structured and methodical approach is in place to manage change

Tier 2 5 Streamline processing business and technical architecture to increase time to market

6 Enhance organizational capabilities

Business Strategy and the 3 P’s
•To manage change the Program Management Office (PMO) is tasked with putting in a disciplined approach towards: Portfolio Management,
Program Management and Project Management.
Business Strategy
Corporate and Individual Business
unit strategies that define the
direction of the corporation
Portfolio Management
The effective, centralized
management (including identifying,
prioritizing, authorizing and
controlling) of a collection of projects
or programs and other work that are
grouped together to meet strategic
business objectives. The projects or
programs of the portfolio may not
necessarily be interdependent or
directly related
Program Management
A group of related projects managed
in a coordinated way to obtain
benefits and control not available
Business Strategy
from managing them individually
Portfolio Management
Program Management
Project Management
Project Management A project is a unique process
consisting of a set of coordinated and
controlled activities with start and
finish dates, undertaken to achieve
an objective conforming to specific
requirements including the
constraints of time, cost and
resources
Continuous Improvement – Strategic Roadmap
•Successful evolution of Strategic Risk Management (SRM) is achieved by:
1) continuously analyzing the current state Program components 2) identifying enhancement
opportunities 3) updating the strategic roadmap.

1. SRM Program Current State

Analysis
Analyze the current SRM Program, utilizing
industry drivers and the changing risk
1. Current landscape to identify potential enhancements
State Analysis to the current state
2. Analysis
Drivers of Results 2. Analysis of Results
Drivers such as a emerging industry
trends, new laws and regulations, Review potential enhancement
changing threat landscape and risk opportunities with SRM governing bodies
events are used as input into a and additional key stakeholders
current state analysis.

3. Update Strategic Roadmap

3. Update Strategic
Prioritize enhancement opportunities based
Roadmap
on benefit.

SRM Program Components

SRM Governance Model Strategic SRM Reporting

Risk Appetite Classification

Risk Management Processes Tools and Technology

Training and Awareness

Sample Slide 7: Methodology
•The assessment methodology can evaluate coverage across 7 Risk Management Domains and 9 Risk Categories

Policies, Compliance /
Strategy Governance Standards & Strategic Financial Stability
Legal
Procedures
Confidentiality
Risk Management Processes Contractual Reputation
of Information

Communication, Transaction / Integrity of

Tools and Metrics and Business Continuity
Training & Operational Data
Technology Reporting
Awareness

Standard domains in an Enterprise Risk Over 15 processes expected to cover these 9

Program Risk
Management Program risks categories
Domains Categories

Analysis was completed to determine Assessment Observations & Thematic areas of opportunities to get to the
Approach Recommendations
improvement opportunities next level were identified

Interviews Governance and Reporting

Control Objectives Assessment Risk Appetite

Risk Processes and Scenarios Supplier Classification

Governance Model and RACI Analysis Supplier Risk Management Processes

Audit Analysis Other Supplier Risk Management Enhancements

Employee engagement, for the most part, is an effect of
the employee experience, not a driver of it.