Caltex Australia recently piloted the Happy People wellbeing program and achieved record engagement levels. We asked John McCrindle, Head of Caltex Property & Network, what the ingredients were for their success.

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What was the strategy behind your decision to implement the Happy People program?

Caltex Property & Network had already completed a highly successful Happy Body program roll out in 2016. We felt it was important for us to build on existing initiatives, and the Happy People program allowed us to reinforce and expand on the things that people had learnt through Happy Body. Also, Caltex Head Office is about to go through a large transition to Activity Based Working and the rollout provided an opportunity to pilot an initiative that can support the transition process.

Why was the program a good fit for this team?

We are all about supporting our people to be the best they can be at work and home. Ultimately this leads to high performing teams. The content was great, and the app was easy to use. We had nine teams participating, and the competitive aspect was a motivating factor that got people talking and using the Program. Happy People’s focus on helping people learn how to manage stress and regulate mood and energy, fitted with our people focused approach. 

Were there any challenges with the rollout?

The only challenge that we encountered was a slight technical hitch at the beginning, due to our internal firewalls. Our amazing project coordinator, Rosemary Mukadana, was able to work with the ABC Happy People Team to resolve this issue quickly.

What was level of the engagement?

Unbelievable. The engagement stats speak for themselves.  We knew our team loved competitions, prizes, and a bit of friendly rivalry and this was no exception. What was particularly strong from a business point of view was the impact the content had on the team’s ability to recognise and manage stress, to respond to the mood of others, to use strategies to give them the energy that they need to perform at the levels that their roles demand. I think another thing that contributed to the high engagement was that the Program’s strategies were helpful for people’s home lives, as well as work.

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What were the key drivers of engagement?

One of the key drivers was undoubtedly our highly motivated team leaders. Their visible commitment and participation in the Program (coupled with the fact that their names appeared on a live leaderboard every day!) really contributed to their team’s engagement. We also had Rosemary, our dedicated Project Coordinator, championing the project. She worked closely with a team at the ABC, and did an outstanding job distributing weekly communications and ensuring that everything ran seamlessly.

We invited Anna-Louise to launch the Program at our annual sales conference and this really contributed to the engagement. At Caltex we work hard but we also like to have fun, and the humour and interactive nature of the live launch got people excited and really set the tone for the rest of the Program.

Another key element was the random weekly prize giveaways. The chance to win Caltex Star cards provided a great incentive for people to check in and view the app content every day.

What were the results?

Staff were surveyed at the beginning of the Program about their energy, sleep, mood and stress, and again at the end. 100% of staff completed the post-program survey which was a phenomenal outcome.

The de-identified aggregated data, which we have drawn from the program and the analysis by the Macquarie University research team is really going to help us understand the challenges our people face and the areas that we need to focus on. It also allows us to make targeted decisions about where to invest ongoing resources to best support our people going forward.