Wow. Yesterday already seems like a distant memory. For most of the last year, I focused on building marketing materials, doing research, creating strategy & recommendation documents and working with pilot customers in preparation for a new role within TELUS. Knowing that as of yesterday we finally moved from planning to reality hasn’t quite sunk in – you know, forest through the trees type of thing – but my work life has changed completely.
Yesterday, we launched TELUS Transformation Office, a future of work consulting wing within TELUS that aims to help organizations improve corporate culture and improve employee engagement. Ideally, we can take our experience, insights and successes and help other organizations in their own attempt to evolve leadership, digital readiness, career & talent services, and the onboarding experience.
Without question, this is a new type of mentality for us. Learning is a unique space. I honestly believe that there are very few walls between people in this industry. We’re all in the business of helping people, whether it’s internally or externally. We share freely on blogs, wikis, chats, twitter, at conferences and basically in every forum possible. We all have the same, altruistic goal; to make work better for the people we support.
Right now, most of this sharing is done informally and meant to inspire, not transform. By formalizing the process, we hope that organizations can get the traction not only to start the journey, but to continue it. The end goal is too important to have it pushed to the side of the desk or the left to the energy and influence of a few dedicated workers.
I was in a very fortunate position. I loved my job and I love working for TELUS. In terms of Enterprise learning/collaboration and corporate culture, TELUS is pushing the boundaries and changing the conversation. It was no longer a desperate ask of “how can we fix this?” When we talk to anyone about the state of learning, collaboration and culture, they ask “how did you fix it?” It’s no longer theoretical knowledge. Great culture and collaboration is reality at TELUS.
In my (almost) five years at TELUS, we’ve gone from virtually no social technologies and very little cross functional collaboration to an industry recognized success story. We’ve incorporated a leadership model that encourages collaboration and as a result, we’ve deployed new tools and cultivated a workforce that not only understands how to share and leverage technology, but why collaboration is vital to our business and can dramatically improve the customer experience. Simply put, we’ve taken our ideals and moved them from an HR project to a organization-wide vision. The difference is huge.
Basically, in terms of learning, my role was as close to the perfect fit as I’ve come across. I was able to explore tools, work with new people and really try to prove value in the methodologies and capabilities we’ve been preaching for years. We were able to successfully unite leadership, learning and collaboration. That’s probably why the possibility of helping other organizations do the same thing is so exciting. It’s no longer a pipe dream. The need is there, the technology is available and – without sounding like a documentary trailer – the time for change is now.
Society isevolving; it’s harder to get people’s attention and as learning professionals we need to constantly reevaluate our approach. It’s scary, but it’s also exciting. We know that the fundamentals of leadership and learning should be blended with the move to a more technology based ecosphere to help people understand how to succeed and feel connected/supported. We know that people demand more from their job than just a pay cheque and that right now and we know that almost half of the people that go to work each morning aren’t happy. This needs to change and we want to help.
Watch this video to learn more about how we transformed TELUS, and how we can help you.