TELUS is focused on critical engagement drivers to develop, enhance and sustain policies, processes and programs to increase team member engagement and organizational performance. This focus allows us to continuously enhance the TELUS work experience for our team members.
TELUS’ hiring processes are designed to be rigorous and standardized. We leverage a variety of tools and resources including job boards and professional networks such as Eluta.ca and LinkedIn to actively source and select qualified candidates. We are committed to ensuring our candidate pools are diverse and mirror the customers and communities we serve.
In 2011, the average voluntary turnover of all domestic team members tracked in our primary Human Resources Management system was 8.6 per cent, compared to 7.6 per cent the previous year. Increased competition for talent in certain regional labour markets had a noticeable impact on turnover rates. In 2012, our target is 8.2 per cent, which is lower than the 2011 Conference Board of Canada communications/telecommunications average voluntary turnover rate of 8.8 per cent.
Some of the TELUS programs and initiatives that help attract and retain team members are:
- Career resources including an online development tool to be completed annually
- Recognition such as Bravo, Passion for Growth awards, TELUS Legends and Customers First Champions
- Performance development through semi-annual reviews and objective setting
- Learning through a diverse offering of programs
- Corporate Social Responsibility practices that allow team members to make a difference in their communities
- Performance-based compensation plans that allow sharing in company success
- Mid and long-term incentives for key talent/high-performing team members.
As TELUS International is a global leader in business process outsourcing and contact centre solutions, the majority of these positions are in contact centres. In the Philippines and Central America, where the majority of TELUS International operations are conducted, contact centre positions are desirable professional roles, attracting candidates who possess or are working to acquire post-secondary education and are fluent in English. As a result, these positions pay a substantial premium over the local legislated minimum wage.
In terms of filling senior roles, TELUS International’s policy is to hire either candidates from within the local TELUS International team or candidates from the local market wherever we operate.
To supplement ongoing coaching and development, team members and their supervisors have an annual formal performance review and a mid-year performance discussion. Through an integrated, online system, we are able to standardize the establishment of clear personal objectives, including threshold and stretch targets. The system also enables the company to establish a Customized Career Development Plan for every team member to help them excel in their role and prepare for their future career aspirations. Team members, working with their managers, create these plans, which include a variety of learning activities, such as on-the-job training and development, mentoring, job shadowing, online and instructor-led courses and external training.
The Personal Performance Review process clarifies team member performance relative to established objectives and allows for identification of development areas to continuously improve performance. Career development at TELUS spans the employment cycle of team members, from their induction at time of hire, to their in-role development and future participation in high potential programs and longer term career progression
Formal comparative ranking is only done for management team members and a small subset of unionized team members. As part of the annual performance cycle at TELUS, individual team member performance is reviewed and discussed at the next upper management level. As part of this review, comparative ranking is also done to ensure relative alignment of performance scores across the different parts of TELUS.
Our total rewards philosophy is central to the company’s ability to succeed because it enables us to attract and retain the best talent in a competitive marketplace. Furthermore, our pay-for-performance methodology helps ensure that appropriate differentiation takes place, based on meeting objectives and living the TELUS values as the way to achieve those objectives.
Our compensation package is market focused and flexible. It allows us to identify and recognize individual contributions and competitive skill sets. We offer a highly competitive, market-based compensation package aligned with similar high-tech companies and national organizations with revenues of more than $1 billion. To remain market competitive, we review compensation levels annually or as required.
TELUS’ cash compensation includes base salary and performance bonuses and/or sales incentive programs, which allow team members to share in the risk and reward of running the company. In addition, we provide medium-term and long-term share-based incentives (restricted share units and/or option awards) for high-performing and high-potential team members. Setting individual team member salaries, initially and annually through reviews, is tied to performance reviews that are applied equally to all management professionals at TELUS. Our strategy is to pay team members within ranges that factor in their performance and potential rating. High performers at TELUS are targeted to be paid at or above the 75th percentile for total compensation over time.
Terms and conditions (including wages) for all team members covered by a collective agreement are negotiated between the parties. TELUS’ entry level wage in Canada is above the median of provincial minimum wages by 20 per cent.
The base wages received by TELUS International Philippines team members are more than 35 per cent higher than the Philippines National Capital Region Minimum Wage and this range increases in line with team members’ level of contact centre experience. TELUS International Philippines also provides supplementary income to team members who have certain technical and language skills and grants various allowances for meals and transportation.
The approach in 2011 balanced the ongoing need to manage our costs with providing competitive total compensation, rewarding outstanding performance and responding to feedback about pay that we receive from team members through our annual Pulsecheck survey.
Team member performance bonuses are based on a fixed pool drawn from a set percentage of corporate Earnings Before Interest and Taxes, multiplied by factors derived from the corporate balanced scorecard multiplier, individual performance multipliers, and personal performance bonus percentages.
For 2012, our annual compensation budget aligns to forecasted increases across all industries. Long-term incentives for senior leaders and key management team members are slightly higher than 2011.
We provide a competitive, comprehensive flexible benefits package, offering plans that meet the diverse needs of full- and part-time team members. We recognize that costs are increasing for many team members; however, team members have told us through surveys that they would rather pay more and keep their benefit plans than have across-the-board reductions to plan benefits.
We also offer wealth accumulation through retirement and savings plans, including defined benefit or defined contribution pensions. Within our defined contribution pension plans, TELUS matches up to 5.8 per cent of earnings to help team members save for their retirement. TELUS also matches 35 to 40 per cent up to a maximum of six per cent of base compensation when eligible team members purchase TELUS common shares bi-weekly through the Employee Share Purchase Plan. More than 20,000 team members own collectively 7.9 million shares in the Plan worth approximately $470 million.
Our benefit plans also recognize the need of team members to balance their lives through programs such as the Life Balance Account, My Personal Assistant, GoodLife Fitness memberships and Kids & Company.
While benefits are not provided to temporary team members, they do receive a company contribution to their Health Spending Account on an annual basis.
Total de la rémunération et des avantages sociaux
|En millions de $||20111||20101||20092|
|Total de la rémunération et des avantages sociaux||2 258 $||2 205 $||2 303 $|
|1||Après le passage aux Normes internationales d’information financière (NIIF), telles qu’elles ont été publiées par le Conseil des normes comptables internationales. La date de passage de l’entreprise aux NIIF-CNCI est le 1er janvier 2010 et la date de leur adoption est le 1er janvier 2011.|
|2||Avant le passage aux NIIF.|