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^» Thomas Cook - e-Survey Case Study

"e-Survey provided us with rich data about how our people feel and also how effective our leadership team is. This information has helped inform a key part of our HR Strategy and ensures we’re able to understand the views of people from different populations within our business."

Anne Billson, Director of Human Resources and Development at Thomas Cook

^» Introduction

Thomas Cook plc, the leading international leisure travel group, is committed to providing the best quality products and services to its customers. It is regarded as one of the best travel company to work for and believes in attracting, retaining and rewarding its employees. It is imperative that their staff are at their optimum, are motivated and believe in what they do in order to facilitate these customers and so it is not surprising that gathering employee feedback has become an integral component of their HR strategy.

^» The Challenge

Thomas Cook Group plc, have been accredited as an Investor in People for over 10 years and CQL Group have worked with them throughout their IIP journey, providing assessment services and support to help them maintain recognition through several IIP Reviews. Their merger with My Travel last June meant that as a business organisation, they wanted to ensure they were still performing to Investors in People standards.

^» The Solution

CQL Group’s e–Survey tool has provided a way to capture valuable information about their workforce, to provide effective training and career development, and to upkeep their standards in line with the Investors in People framework. e–Survey is a highly flexible and useful tool that can be introduced into any organisation to discover the mood, involvement and views of its workforce. When used with an internal focus, the survey provides insight into employee engagement and the effectiveness of management practices, amongst other areas. Since introducing this service CQL Group have already identified important data around key HRC metrics, for example having an annual appraisal makes people feel much more engaged.

e–Survey was used to evaluate Thomas Cook’s Holiday Division and tracked information from 2,700 Thomas Cook employees across the world from Europe to Africa. The Holiday Division covers specific areas including the sales centre, specialist business and Club 18–30. With employees in multiple locations across the world the importance of a straightforward way to capture the data was crucial. The survey was timed to gather information on specific topics hot on the corporate agenda. HR metrics key to Thomas Cook Holidays future business performance were identified and those formed some of the important lines of enquiry.

Dr Cliff Sparrowhawk, CQL’s Director responsible for surveys explains “We assist clients to pinpoint the major areas to explore within the survey”, said , “and this ensures maximum Business benefits and organisational insight is delivered. Careful consideration is given during the design of every survey to provide meaningful cooperative reporting of every business unit level and selected demographic variables.”

^» The Result

Immediately following survey closure, the data was available on–line in a comprehensive suite of printable reports. This provided scope for full analysis and interpretation and produced a detailed organisational improvement programme. The data can be analysed in many valuable ways; by director and their area of reports, geographically, or as a collective or by individual. The rate of response was excellent and enabled all views to be considered, regardless of seniority within the business. This ability to slice data to meet the objectives of different parts of the business made it integral to Thomas Cook. Allowing all departments to tailor and flex the data to the specific divisions gave valuable insight into work force opinions.

Having immediate access to results meant that e–Survey could help deal with development issues straight away by pinpointing areas where successful work practices have resulted in positive responses. These practices could then be translated to any areas that had a more negative response and required improvement. This conversion of shared practice was a quick win and aligned the business almost immediately demonstrating how invaluable the survey is. When large companies acquire new business, it is important to integrate them seamlessly and with the help of the findings, Thomas Cook were able to ensure best practice was shared quickly to.aid this process.

Achieving Investors In People accreditation has demonstrated Thomas Cook’s commitment to developing its workforce. People and learning is a standard item on the Board meeting agenda and it is therefore embraced as a company. Improving performance of individuals and teams comes from shared learning activities, work reviews and the evaluation of results, which is something as a company they invest in. Many positive HR practices have been highlighted through its Investors in People reviews, for example; communication with employees in the form of newsletters and focus groups, clear objectives and goals which are cascaded across the business providing clear agreed targets for all, and encouragement for employees to influence and improve together.

In addition, with motivation being a basic HR development tool, Thomas Cook devised the Star awards as an incentive in the work environment. Winning the award makes employees feel good about what they have achieved and this gives an opportunity to celebrate this with the whole business. These positives are matched by some challenges derived from having such a vast business across many territories, and needing to consider the views of all these employees. It is also clear that although some share the same job and level of authority, workloads vary in different areas and sometimes this is easily overlooked.

However having identified through e–Survey areas of excellence, good work practice will be adhered to and any areas for concern eradicated. With its next IIP review due at the end of this year, Thomas Cook will no doubt benefit from the knowledge gathered through e–survey, as this has provided a benchmark that can only be improved on.

Phil Barnfather, Head of learning and development (Thomas Cook Holiday Division), comments, “e–Survey provided us with a clear understanding of our employees and a reminder that the practices we have in place were working. It was easy and very immediate to use. The data will be used and translated into effective management strategies and continue to instil the values of Thomas Cook within all its employees.”

John Telfer, Managing Director of CQL Group comments: “Successful organisations like Thomas Cook recognise that people are its greatest asset. While most other assets are replaceable and become obsolete, people can be developed and nurtured so exploiting their knowledge and experience is paramount. If you do not keep staff motivated by offering learning and development and career opportunities, employees will look elsewhere to achieve their ambitions.”