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2. Thursday, 5 June

3. 1 2 3 Global and regional trends Embedding employee engagement
Agenda
Global and regional trends
– Rita Veres, Aon Hewitt
Embedding employee engagement
– Gerhard Wagner, HOERBIGER
The Engagement Outliers
– Dr. Wolf-Bertram von Bismarck, Aon Hewitt 1 2 3

4. Our Speakers Rita Veres Olivier Hamelle Gerhard Wagner
Dr. Wolf- Bertram von Bismarck

5. Trends in global and European engagement
Discussion
Trends in global and European engagement
Rita Veres

6. Are you prepared for change?
Your business will change dramatically by 2020
Are your employees engaged and ready?

7. The Aon Hewitt engagement model
Engagement Drivers
Engagement Outcomes
Business Outcomes
Talent
THE WORK EXPERIENCE
Leadership
Operational
Performance
Brand
Customer
Company practices
The work
The basics
Financial

8. Trends in Global Employee Engagement (2009-2013)
Engagement is on the rise and is steadying following global economic stabilisation
Trends in Global Employee Engagement ( )
% of Engaged Employees
Source: Aon Hewitt Trends in Global Employee Engagement 2014

9. Trends in European Employee Engagement (2009-2013)
The flat engagement levels in Europe are masked by changes in the sub-regions
Trends in European Employee Engagement ( )
% of Engaged Employees
Western Europe: Andorra, Austria, Belgium, Denmark, Finland, France, Germany, Iceland, Italy, Liechtenstein, Luxembourg, Monaco, Netherlands, Norway, Portugal, Spain, Sweden, Switzerland, United Kingdom
Central Europe: Bosnia, Bulgaria, Croatia, Czech Republic, Hungary, Montenegro, Poland, Romania, Slovakia, Slovenia
Eastern Europe: Albania, Belarus, Cyprus, Estonia, Georgia, Greece, Latvia, Lithuania, Moldova, Russia, Serbia, Turkey, Ukraine
Europe | Engagement Score: 57%
Source: Aon Hewitt Trends in Global Employee Engagement 2014

10. Work experience trends
Global
Europe
Employee value proposition is breaking down especially in Europe

11. Organisational reputation continues to be a key employee engagement priority
Drivers
2013 Global
Europe
Western Europe
Central Europe
Eastern Europe UK
France
Germany
Switzerland
Russia
Career Opportunities 1 3 2
Organisation Reputation 5
Pay 4
Innovation
Managing Performance
Career Aspirations
Communication
Recognition
Brand Alignment
Work Processes
Work Tasks
Senior Leadership
Learning and Development
Manager

12. The HOERBIGER story CHRO & Member of the Executive Board
Discussion
The HOERBIGER story
Gerhard Wagner,
CHRO &
Member of the
Executive Board

13. Empowering people to excellence Our ‘Voice for Excellence’ journey
To all HR Leaders
who believe in employee engagement
My pleasure to share our Journey and my perspectives.
Look forward to our discussion.
Mr Gerhard Wagner
Chief Human Resources Officer
and Member of the Executive Board
HOERBIGER

14. HOERBIGER: We set standards Strategic business segments securely balanced on three pillars
Compression technology
Automation technology
Automotive
Key components and services for compressors, turbines and industrial gas- operated engines
Safety products
Smart actuators for machine tools and control valves
Solution kits for demanding customer applications
Testing and diagnostic technology
Synchronizer systems for manual transmissions and double-clutch systems
Comfort systems for passenger cars and commercial vehicles
With approx. 140 production plants, service & sales branches in 54 countries and 6700 employees

15. HOERBIGER Vision HOERBIGER Vision We set standards HR Mission
By empowering people to excellence
And we empower people through (HR Strategy):
Having the best in the industry work for us and be proactively staffed to drive our growth
And through
a high
performance
culture
Where everyone has an opportunity to develop, contribute and grow
Leaders who set visionary standards through focus and excellence
Sustainability through: Focus & Excellence
The Foundation: Values
Pioneering Spirit, Courage, Fairness and Closeness lived through the HOERBIGER Excellence behaviours at workplace
HOERBIGER Vision
We set standards

16. We set standards
Our distinctive Leadership Brand is the heart of our leadership in the industry and innovation
We use excellence behaviours in all people processed and not rigid competencies to be better in understanding our local markets and cultures
Our Executive Board annual goal sheets are on our intranet for all employees to read
We share consolidated 360 degree feedback of our top 400 leaders openly
Our Voice for Excellence (engagement) results and action plans of every country and entity are visible to all employees
We drive inclusive culture - a career for us means ‘Being proficient and staying in a role for a long period or moving between roles successfully’
We share our succession pipeline consolidated data openly with all our managers

17. We set standards with our distinctive Leadership Brand
Who
The Organisation is known for
Their Leaders are known for
Wal-Mart
Always low prices
Managing costs efficiently, getting things done on time
FedEx
Absolutely, positively doing whatever it takes
Managing Logistics, meeting deadlines, solving problems quickly
LEXUS
In pursuit of perfection
Managing quality processes (Lean, Six Sigma), for continuous improvement
P&G
Brands you know and trust
Developing consumer insights, precisely targeted marketing, product innovation
McKinsey
Being the CEO’s trusted advisor
Leading teams that deconstruct business problems, synthesize data and develop solutions
Boeing
People working together as a global enterprise for aerospace leadership
Solving global problems, working as teams, possessing technical excellence in aerospace
Apple
Innovation and design
Creating new products and services that break the industry norms
PepsiCo
Appealing to the younger generation
Building the next generation talent
HOERBIGER*
Performance determining components
Setting standards through Excellence & Focus
All data other than marked as “*” are from HBR Research on Leadership Brands

18. “Closeness” is one of our company values. Driven by open sharing.
Transparent and available people tools
Simple learning tools to explain the bonus calculation is available to all employees including a bonus calculator
Rewards
Performance Management
Executive Board Goal Setting Workshop Video &
Individual Goal Sheets of each Executive Board Member are visible to all employees
Succession Planning
Leadership Potential definition &
All process related information available to all employees
Management Excellence 360° Feedback
Consolidated
Feedback Grid covering the Executive board and all Management Levels openly shared

19. This drives in our improvement 48% in 2012 to 58% in 2013 in our employee engagement. We are just starting.
Engagement

20. Visibility drives consumption in 27 languages and 54 countries to 6700 employees

21. The HOERBIGER Engagement Globe is an interactive tool that drives transparency of engagement results and action plans to all employees across all locations

22. The HOERBIGER Engagement Globe By clicking on a location pin, detailed results are displayed

23. The HOERBIGER Engagement Globe By clicking on action plan for the location, the action plan is displayed

24. The Engagement Outliers
Discussion
The Engagement Outliers
Dr. Wolf-Bertram von Bismarck

25. What is required for a successful space mission?

26. What is a normal change in engagement?
We analyzed almost 1,100 organisations in our global database that conducted repeat engagement surveys between 2010 and 2012 to find out, what is a normal engagement improvement between two cycles and what is an outlier.
Organisations experiencing engagement change between survey cycles

27. Two different types of outliers
The most improved players
+ 2% pts Average change in engagement
+ 9% pts Average increase in engagement for improving organisations
+ 14% pts Outlier engagement improvement
The best getting better 27

28. ‘Most improved players’ start from the bottom quartile
Basics
Culture
Work
Rewards
Most improved players:
Started out in the bottom quartile
Improve their score significantly
Only 6% of companies overall achieve these type of gains
Levers for improvement:
Fix the basics
Get your culture out of the ditch
Focus on fulfilling work

29. The ‘best getting better’ build a culture of engagement
Rewards
Work
Basics
Best getting better companies
Are rare
Are marked by strong perceptions in several key engagement drivers
Levers for improvement:
Protect the basics and create meaningful work
Lead a culture of engagement
Align rewards with performance

30. Engagement outlier checklist
Enable first
Not just a survey score
Go big
All about me
Great culture from great leaders
Engage in?

31. Conclusion We have heard about the changing nature of employment…
...and the challenge of employee engagement from the employer perspective
As well as learning how some organisations are making quantum leaps in engagement – and continuing to improve on impressive results

32. Any questions?

33. And finally… Some useful links and further information:
The 2014 Trends in Global Employee Engagement Report can be found here.
Aon Hewitt’s Engagement Outliers Whitepaper can be downloaded here.
More information about Aon Hewitt’s employee engagement views and findings can be seen here, with further research and thinking.
If you would like any more information please don’t hesitate to contact:
Olivier Hamelle:
Rita Veres:
Dr. Wolf-Bertram von Bismarck: 33

34. About Aon Hewitt
Aon Hewitt is the global leader in human resource consulting and outsourcing solutions. The company partners with organisations to solve their most complex benefits, talent and related financial challenges, and improve business performance. Aon Hewitt designs, implements, communicates and administers a wide range of human capital, retirement, investment management, health care, compensation and talent management strategies.
With more than 30,000 professionals in 90 countries, Aon Hewitt makes the world a better place to work for clients and their employees.
© 2014 Aon Hewitt Limited
Aon Hewitt Limited is authorised and regulated by the FCA. Registered in England & Wales. Registered No:
Registered Office: 8 Devonshire Square, London EC2M 4PL.
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