Table of Contents 6 2012 OVATION Awards Winning Entries

ensure new employees were not inundated with too much information in short periods of time,
new employee communications would be prioritized.
Change Management – While the amalgamation deal closed in June 2011, a full system
conversion would not take place until spring 2012. Employee communication would have to
play a key role in ensuring all new Meridian branch managers understood new processes and
changes that were made during that time.
‘One’ Meridian ‐ Integrated messaging was created to explain how everyone –including former
DCU employees – play a part in the success of the organization. There was a focus on
integrating the new Meridian employees in all Meridian initiatives including Breakfast with Sean
(regional breakfast meetings for staff and the CEO), and involvement in the Good Neighbour
Program (Meridian’s CSR program).
Measurement/ Evaluation of Outcomes:
Three key objectives for the communications campaign were identified. Success would be measured
using formal measurement tools including employee surveys including a feedback survey following the
March 1 announcement and Meridian’s annual employee engagement survey conducted by Gallup.
Objective
1 (see page
2)
2 (see page
2)
3 (see page
2)
Measurement Results
Following the March 1 st announcement a Meridian manager survey found:
More than 95 per cent of managers agreed/strongly agreed that their employees know
where to find the information they need about the amalgamation and are prepared to
answer questions from their Members about the amalgamation.
Following the March 1 st announcement a Meridian manager survey found:
More than 97 percent of managers agreed/strong agreed that they feel prepared to answer
any questions their employees may have about the amalgamation
More than 97.7 per cent agreed/strongly agreed that all the tools and speaking point given
to them helped prepare them to discuss the amalgamation announcement with their
teams.
Meridian’s annual employee survey was conducted not only to the legacy employees but to the
former DCU employees. DCU employees were asked to answer 12 questions regarding their
engagement on a 5‐point scale with 1 being extremely dissatisfied and 5 being extremely satisfied.
The survey found:
Former DCU employees scored a satisfaction mean of 4.15/5 and former DCU branch
managers scored a 4.32/5
When asked “I know what Meridian stands for,” on average former DCU employees scored
4.59/5 indicating they understand Meridian’s mission, vision and values.
Anecdotal feedback from the former DCU employees indicates that the amalgamation has gone well
and new employees are culturally integrating with Meridian. Take for example this email exert
from a former DCU branch manager to Meridian’s CEO:
Good Morning Sean,
We wanted to personally thank you for the lovely and delicious fruit baskets delivered to our
branches Tuesday. Your inscription on the enclosed cards with the baskets was very touching and
genuine. DCU staff are so excited about the upcoming amalgamation and new opportunities
coming their way. Thank you again for your kindness & generosity, thank you for making us feel so
welcome. ‐Wendy Schultz, Branch Manager, University & Dundas