Ensuring staff are ‘match fit’ for challenges ahead
Dr Peter Cock became Chief Executive Officer of Newcastle Airport at a time when the organisation was poised for expansion and growth. One of the first areas Peter reviewed was workplace culture as he was keen for staff to be ‘match fit’ for the challenges ahead. Peter also wanted to make Newcastle Airport a more commercial enterprise and has always believed that a positive workplace culture is critical to achieving this.
The Newcastle Airport way
While numerous workplace culture programs were considered, the Cultural Health Check® (CHC) by The Culture Doctor was chosen as the ideal program as it would be tailored around the principles and values of the organisation’s staff.
“The other programs were too generic and prescriptive. We didn’t want to impose someone else’s values - ‘Do it the Dupont way’ - we wanted to do it the Newcastle Airport way and engage with our staff,” commented Peter.
Workplace culture can be measured, and therefore mastered
Peter was also keen to choose a program that was systematic, rigorous and able to provide a quantifiable measurement of the Airport’s workplace culture.
“Culture is often seen as intangible, and therefore put in the too hard basket by many Boards and CEOs. The Cultural Health Check® provided a quantifiable measurement and benchmark of the workplace culture. Micro strategies were put in place to address the areas that needed improvement. The health of the culture can then be remeasured. It’s easy to communicate to the Board and staff as you can quantify progress,” says Peter.
Buy in from the Board – critical
Peter claimed that engaging an external provider to implement the program showed staff the organisation was prepared to invest in its staff and the health of the culture. The Chairman attended one of the culture workshops, which gave staff confidence that the program was fully valued and supported.
The power of staff driving the change
The Cultural Health Check® begins with staff examining their own beliefs and values, and then working out how these align with the values of management. One reason behind the success of the CHC is the fact that the staff themselves set micro-strategies they believe will address and remedy the areas in the culture that need improvement.
“The staff were quick to jump on board the program - particularly when they heard their own words coming back at them.
Management was surprised at the insights of staff and were able to clearly identify the problem areas within the business. There’s a lot of power to be harnessed from your staff – give them a voice and a way to articulate their ideas - which is what the CHC did so well.
With staff being consulted and playing such an important part in the program, they felt they had greater buy-in to where the business was heading. It was quite a powerful program to be part of,” added Peter.
Examples of areas of concern identified by the staff and the micro-strategies to improve
“We don’t celebrate success enough.”
Micro-strategy: There is a fortnightly 1-to-1 engagement template that staff are required to respond to. A section
‘What were the successes of the last month’ has been added, meaning staff and managers put forward achievements.
“There is an ‘us and them’ mentality between outdoor and indoor staff.”
Micro-strategy: It turns out that staff engagement morning teas were being held at a time when the outdoor staff weren’t available to attend. These events have now been rescheduled to occur at a time suitable to all.
“There’s a lack of communication across the business.”
Micro-strategy: A ‘Culture Wall’ (see image) was created by turning one whole wall into a blackboard. Staff from different areas can add to the wall, informing fellow staff of events, policy changes, feedback to others, successes and other general information.
An organisation wide focus on culture
Peter said key to the program’s success was the ‘all in’ approach taken by management.
“We now have a ‘Culture Committee’ that meets monthly to review the current projects underway. We constantly ask ourselves ‘are we living the culture’?”
Our values have been embedded into our systems and job descriptions – it’s important we attract applicants who are prepared to live our values. We used to have a Board remuneration committee, this is now called ‘People and Culture Committee’. There has been a visible, organisation wide commitment to this program.
Higher staff morale, fewer sick days, improved customer experience
Once the micro-strategies were implemented, the entire workforce came up with a scoring metrics to hold everyone accountable to making change happen.
“We’ve improved our workplace culture, the difference in the staff is palpable. The staff themselves notice... people are happier and morale is higher.” Peter said.
The positive workplace culture has also had flow on effects to the level of customer experience and service. Newcastle Airport undertakes regular customer satisfaction surveys, of which recent results have been very positive.
Maintaining a vibrant, healthy workplace culture
Dr Peter Cock regards culture as a living thing that needs to be constantly reviewed.
“There are real, tangible benefits to improving your workplace culture. To me, it’s important staff feel fulfilled at work. You need to establish a rewarding workplace,” he said.
“A healthy workplace culture forms the backbone of every successful organisation.”
Dr Peter Cock, CEO, Newcastle Airport
