Around 30 million journeys take place in London each day, and this is only set to increase. TfL’s employees are key to supporting each of those journeys.
2012 saw TfL running two different employee engagement surveys, but they didn’t have the support of a survey strategy or a great deal of communication around them. There was an inconsistent approach to the way that results were shared with teams, and little action was taken.
In 2013 TfL decided that their employees should have a more effective say in their engagement journeys. They introduced the first full company survey – but of course everything is impacted by the past, and it was found that only 30% of their employees believed that action would be taken as a result of taking part.
Engagement was measured based on the Say, Stay and Strive model, which led to engagement results appearing high. Looking around TfL this didn’t feel right – and that’s because it was mainly reflective of how proud people are of the brand and its heritage.
This meant that they needed to move away from a tried and tested method, and – working with ORC International – go out on a limb with a model bespoke for their needs.
Involving its people in the development of the survey created buy in from the start. To ensure that everyone knew that this was a brand new initiative and not the same survey they’d known before, it was given a new name in Viewpoint, specific branding – with the strapline of “Your opinion matters” – a new tone of voice, a consistent communication campaign, and a network of director-appointed survey champions. Action planning was also moved from being a central function to team-specific. To ensure that location and job function weren’t preventing people from taking part – as many of TfL’s employees are not desk based – surveys were physically taken to their location, emphasising that it was important that people have their say.
The brand and tone of the survey became more accessible, and people’s belief in outcomes increased. The programme is now considered important across the business, and is used to inform strategic initiatives such as the EVP, the customer agenda and the leadership framework.