Empowering EX for a National Electricity Company

The employee experience journey designed by New Metrics changed and developed workplace culture at this leading electricity company, increasing employee engagement.

The Business Challenge

A national utility company wanted to elevate its functionality and achieve its aim of becoming a top electricity services provider in the Sultanate of Oman by 2022.

Approach

New Metrics launched a training programme for its employees. Designed to maximise impact and ensure continuity during the on-going initiative, six pillars were established:

  • Measurement
  • Discovery
  • Training Programme Design
  • Values Workshops
  • Leadership Coaching
  • Values champion development 

A captivating story for the overall programme was developed, to enable new initiatives to reach the hearts, heads and hands of its audience.

The Process

  • Defined the values across different levels of the organization
  • Conducted an audit of the HR manual to see if it aligned with the values.
  • Saw Managers lead by example, becoming the embodiment of the company’s values
  • Developed managers’ capabilities to continuously communicate the company’s values
  • Created internal “values champions” to ensure values were adopted at all levels 
  • Engaged employees around the core values and their contribution to Oman through  their employment at the company

Results

values

embedded into the organisation

60%

of the employees felt connected to the new values

31%

more connected with the new values than employees who did not attend the workshops

The programme initiated new values and embedded them into the organisation. Designing a fully-fledged employee experience journey changed and developed workplace culture at the company, increasing engagement. At the programme’s conclusion, more than 60% of the employees felt connected to the new values. Employees that attended the value workshop felt 31% more connected with the new values than employees who did not attend the workshops. 

Programme Impact

  • Offered managers the capabilities to act and live the values in their management practice through training
  • Focused internal communication on the behaviors and rewarding the right behaviors
  • Emphasized the importance of capturing employees and new joiners (who did not yet receive any values induction) and providing them with an introduction to the company culture
  • Improved internal communication around workshops invitations and surveys to increase participation
  • The inclusion of learned behaviors is now a regular feature of quarterly development meetings between managers and employees, or during other regular interventions where employees self-assess if they are actively living the company values. This is kept separate from KPI discussions and bonus meetings to maintain positivity around the values

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