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1Thank you for joining! The webinar will start shortly To protect the confidential and proprietary information included in this material, it may not be disclosed or provided to any third parties without the approval of Aon Hewitt.
31 2 3 Global and regional trends Embedding employee engagement AgendaGlobal and regional trends– Rita Veres, Aon HewittEmbedding employee engagement– Gerhard Wagner, HOERBIGERThe Engagement Outliers– Dr. Wolf-Bertram von Bismarck, Aon Hewitt123
4Our Speakers Rita Veres Olivier Hamelle Gerhard Wagner Dr. Wolf- Bertram von Bismarck
5Trends in global and European engagement DiscussionTrends in global and European engagementRita Veres
6Are you prepared for change? Your business will change dramatically by 2020Are your employees engaged and ready?
7The Aon Hewitt engagement model Engagement DriversEngagement OutcomesBusiness OutcomesTalentTHE WORK EXPERIENCELeadershipOperationalPerformanceBrandCustomerCompany practicesThe workThe basicsFinancial
8Trends in Global Employee Engagement (2009-2013) Engagement is on the rise and is steadying following global economic stabilisationTrends in Global Employee Engagement ( )% of Engaged EmployeesSource: Aon Hewitt Trends in Global Employee Engagement 2014
9Trends in European Employee Engagement (2009-2013) The flat engagement levels in Europe are masked by changes in the sub-regionsTrends in European Employee Engagement ( )% of Engaged EmployeesWestern Europe: Andorra, Austria, Belgium, Denmark, Finland, France, Germany, Iceland, Italy, Liechtenstein, Luxembourg, Monaco, Netherlands, Norway, Portugal, Spain, Sweden, Switzerland, United KingdomCentral Europe: Bosnia, Bulgaria, Croatia, Czech Republic, Hungary, Montenegro, Poland, Romania, Slovakia, SloveniaEastern Europe: Albania, Belarus, Cyprus, Estonia, Georgia, Greece, Latvia, Lithuania, Moldova, Russia, Serbia, Turkey, UkraineEurope | Engagement Score: 57%Source: Aon Hewitt Trends in Global Employee Engagement 2014
10Work experience trends GlobalEuropeEmployee value proposition is breaking down especially in Europe
11Organisational reputation continues to be a key employee engagement priority Drivers2013 GlobalEuropeWestern EuropeCentral EuropeEastern EuropeUKFranceGermanySwitzerlandRussiaCareer Opportunities132Organisation Reputation5Pay4InnovationManaging PerformanceCareer AspirationsCommunicationRecognitionBrand AlignmentWork ProcessesWork TasksSenior LeadershipLearning and DevelopmentManager
12The HOERBIGER story CHRO & Member of the Executive Board DiscussionThe HOERBIGER storyGerhard Wagner,CHRO &Member of theExecutive Board
13Empowering people to excellence Our ‘Voice for Excellence’ journey To all HR Leaderswho believe in employee engagementMy pleasure to share our Journey and my perspectives.Look forward to our discussion.Mr Gerhard WagnerChief Human Resources Officerand Member of the Executive BoardHOERBIGER
14HOERBIGER: We set standards Strategic business segments securely balanced on three pillars Compression technologyAutomation technologyAutomotiveKey components and services for compressors, turbines and industrial gas- operated enginesSafety productsSmart actuators for machine tools and control valvesSolution kits for demanding customer applicationsTesting and diagnostic technologySynchronizer systems for manual transmissions and double-clutch systemsComfort systems for passenger cars and commercial vehiclesWith approx. 140 production plants, service & sales branches in 54 countries and 6700 employees
15HOERBIGER Vision HOERBIGER Vision We set standards HR Mission By empowering people to excellenceAnd we empower people through (HR Strategy):Having the best in the industry work for us and be proactively staffed to drive our growthAnd througha highperformancecultureWhere everyone has an opportunity to develop, contribute and growLeaders who set visionary standards through focus and excellenceSustainability through: Focus & ExcellenceThe Foundation: ValuesPioneering Spirit, Courage, Fairness and Closeness lived through the HOERBIGER Excellence behaviours at workplaceHOERBIGER VisionWe set standards
16We set standardsOur distinctive Leadership Brand is the heart of our leadership in the industry and innovationWe use excellence behaviours in all people processed and not rigid competencies to be better in understanding our local markets and culturesOur Executive Board annual goal sheets are on our intranet for all employees to readWe share consolidated 360 degree feedback of our top 400 leaders openlyOur Voice for Excellence (engagement) results and action plans of every country and entity are visible to all employeesWe 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
17We set standards with our distinctive Leadership Brand WhoThe Organisation is known forTheir Leaders are known forWal-MartAlways low pricesManaging costs efficiently, getting things done on timeFedExAbsolutely, positively doing whatever it takesManaging Logistics, meeting deadlines, solving problems quicklyLEXUSIn pursuit of perfectionManaging quality processes (Lean, Six Sigma), for continuous improvementP&GBrands you know and trustDeveloping consumer insights, precisely targeted marketing, product innovationMcKinseyBeing the CEO’s trusted advisorLeading teams that deconstruct business problems, synthesize data and develop solutionsBoeingPeople working together as a global enterprise for aerospace leadershipSolving global problems, working as teams, possessing technical excellence in aerospaceAppleInnovation and designCreating new products and services that break the industry normsPepsiCoAppealing to the younger generationBuilding the next generation talentHOERBIGER*Performance determining componentsSetting standards through Excellence & FocusAll 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 toolsSimple learning tools to explain the bonus calculation is available to all employees including a bonus calculatorRewardsPerformance ManagementExecutive Board Goal Setting Workshop Video &Individual Goal Sheets of each Executive Board Member are visible to all employeesSuccession PlanningLeadership Potential definition &All process related information available to all employeesManagement Excellence 360° FeedbackConsolidatedFeedback Grid covering the Executive board and all Management Levels openly shared
19This drives in our improvement 48% in 2012 to 58% in 2013 in our employee engagement. We are just starting.Engagement
20Visibility drives consumption in 27 languages and 54 countries to 6700 employees
21The HOERBIGER Engagement Globe is an interactive tool that drives transparency of engagement results and action plans to all employees across all locations
22The HOERBIGER Engagement Globe By clicking on a location pin, detailed results are displayed
23The HOERBIGER Engagement Globe By clicking on action plan for the location, the action plan is displayed
24The Engagement Outliers DiscussionThe Engagement OutliersDr. Wolf-Bertram von Bismarck
25What is required for a successful space mission?
26What 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
27Two 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 improvementThe best getting better27
28‘Most improved players’ start from the bottom quartile BasicsCultureWorkRewardsMost improved players:Started out in the bottom quartileImprove their score significantlyOnly 6% of companies overall achieve these type of gainsLevers for improvement:Fix the basicsGet your culture out of the ditchFocus on fulfilling work
29The ‘best getting better’ build a culture of engagement RewardsWorkBasicsBest getting better companiesAre rareAre marked by strong perceptions in several key engagement driversLevers for improvement:Protect the basics and create meaningful workLead a culture of engagementAlign rewards with performance
30Engagement outlier checklist Enable firstNot just a survey scoreGo bigAll about meGreat culture from great leadersEngage in?
31Conclusion We have heard about the changing nature of employment… ...and the challenge of employee engagement from the employer perspectiveAs well as learning how some organisations are making quantum leaps in engagement – and continuing to improve on impressive results
33And 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