Arctic Cat Employee Engagement and Talent Brand
Arctic Cat had been in decline for a few years when a new CEO was hired to turn it around. His goal was to shift a stale internal culture to one of that take risks and raises the bar. The ultimate goal was to create a road map and activation plan to evolve the current Arctic Cat internal brand and culture by using the leadership goals and Strategic Plan as guiding compass.
Arctic Cat sales had been in decline for a few years. Manufacturing staff were feeling isolated and ignored by the leadership. Many managers had been at the company for years and carry institutional knowledge but also cynicism. The organization was fragmented because of product line divisions and geographical locations. A new CEO with his leadership team was brought in to reinvigorate the company.
Throughout the organization, employees were worn down and distrustful of corporate secrecy. There were major cultural differences within the organization caused by location isolation, manufacturing/management chasms, and rank-and-file differences. The technology system to deliver employee communication and engagement was non-existent. HR technology was obsolete and inefficient.
Define and design an internal brand that shifts the culture and engages employees. Create a road map and implement an activation plan to evolve the current
Arctic Cat internal brand and culture by using the leadership goals and Strategic Plan as guiding compass. Some of the initiatives included in the plans were:
• talent brand identity and standards
• secure, Internet-based employee portal designed mobile-first with the intention of creating a dialogue while making HR operations simple and engaging
• internal communications mechanism including a printed and digital employee magazine
• consistent on-boarding initiatives
• internal ambassador program
• a cross-division, developmental collaboration methodology
• an Innovation Center and Knowledge Library
Prior to the sale of Arctic Cat to Textron, 85% of employees actively engaged through the employee portal with news sources reaching all internal staff through traditional and digital manifestations. Ambassador program and standardized onboarding initiatives were cut short due to the sale of the organization.