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Zavzetost v Danfoss ControlsMitja Praprotnik, Senior Director

OperationsBojana Zupanič, HR Business Partner

Konferenca o zavzetosti – 30. 9. 2014

Danfoss Controls

• Promet 2013: 230 M EUR (13% povprečna letna rast v zadnjih 5-ih letih)

• EBIT margin 2013: 23,7%• Med najboljšimi v panogi in Danfossu• Komponente za regulacijo

daljinskega ogrevanja in klimatizacije

• Glavni trgi Rusija, Danska, Nemčija, Kitajska

• 5 tovarn v 4 državah (SI, DK, RU, CN)

• 982 zaposlenih (595 wcw + 387 bcw)• Zavzetost 89• 54% gorečih zagovornikov (fiery

advocates)

Model zavzetosti (Ennova)

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Rezultati

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>85

89Zavzetost

54%Gorečih zagovornikov

Ključni vzvodi

1. Odličnost pri osnovah

vodenja

2. Medfunkcijsko

sodelovanje

3. Komunikacija pred

raziskavo

1. ODLIČNOST PRI OSNOVAH VODENJA

Performance Management je osnova vodenja zaposlenih

Redni pregledi uspešnos

ti

Performance

feedback

Vodja vodje prevzame

odgovornost za proces

postavljanja in

razčlenjevanja ciljevNagrajeva

nje

Jasnost usmeritve

Jasni cilji in odgovornosti

Vključenost zaposlenih

Redna in jasna komunikacija vodstva

Redni 1:1 sestanki

Redni sestanki skupin

Performance agreement

Razgovor o razvoju zaposlenega

Najmanj četrtletni poglobljen pregled uresničevanja ciljev vsakega zaposlenega

Odkrit in pošten, še posebej, ko gre za nizko uspešnost

Plača in njeni dvigi so odvisni od uspešnosti

Če dosežemo ali presežemo naše cilje, dobimo dodatni bonus

2x letno ocenjujemo vodje, kako dobro opravljajo proces Performance mngt

VZPOSTAVITEV AMBICIOZNIH PRIČAKOVANJNačelo stalnega izboljševanja

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Kako Performance Management vpliva na delovno okolje?

• Odlični poslovni rezultati• Redno in poglobljeno

informiranje• 1:1 sestanki• Uporaba številnih

komunikacijskih kanalov• Usklajevanje ciljev med oddelki• Jasna povezava med

vsakdanjim delom in strategijo• Vključenost zaposlenih (v

spremembe)• Jasen in transparenten plačni

sistem• Ocena zaposlenih glede na

uspešnost……..

2. MEDFUNKCIJSKO SODELOVANJE

Največji potencial se lahko uresniči preko uspešne vpeljave medfunkcijskega sodelovanja

Source: A. T. Kearney

„Sodelovanje“ je na agendi vodstva• Sodelovanje je 1 od 3 področij strateškega

področja „Razvoj organizacije“– Vzpostavljanje razumevanja pomembnosti

sodelovanja– Skupni cilji– Pozitivna komunikacija– Redni follow-up

The challenge is Use the broad scope and improve

collaboration by more aligned direction setting, more efficient management, more cohesive processes and higher transparency

3. KOMUNIKACIJA PRED RAZISKAVO ZAVZETOSTI

Komunikacija pred raziskavo

• Centralno pripravljena prezentacija, ki je vključevala naslednje teme: 1. Predstavitev raziskave: zakaj, kako in kaj2. Model3. Zavzetost & Goreči zagovorniki4. Izboljšave delovnega okolja 5. Naši cilji6. Proces

• Prevedena v lokalne jezike, kjer je to bilo potrebno

• Vključene lokalne teme• Delavnice z zaposlenimi na oddelčnem nivoju• Sestanek z vsemi zaposlenimi in govor SVP

Rezultati nekoliko drugače

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15Konferenca o zavzetosti – 30. 9.

2014

Mitja Praprotnik, mitja.praprotnik@danfoss.com

Bojana Zupanič, bojana.zupanic@danfoss.com

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Priloga:Aktivnosti za izboljšanje delovnega okolja Iz prezentacije za vodje in zaposlene

Konferenca o zavzetosti – 30. 9. 201416

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New ethical guidelines, that include anti-corruption policy

Danfoss the best Slovenian company in 2010 and 2012 (Finance magazine)

Increased number of applicant for new positions

Family Friendly Enterprise Certificate High reputation in social media

(Facebook, LinkedIn) …

Reputation

Management

Immediate manager

Communication

Co-operation

Working conditions/Daily work

Influence

Compensation and reward

Professional and personal development

WORKPLACE

• Danfoss has a good image

• I am proud to tell other people where I work

• People outside Danfoss consider it to be a good place to work

• Danfoss is an ethical company

4. Improvements of the Workplace Reputation

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Frequent and honest information about the execution of Core & Clear strategy (post GMM meetings and presentations, Global Danfoss, Danfoss intranet first page…)

Regular face-to-face communication (presentations from the mng about perspectives and business at employee meetings…)

Excellent Danfoss results that are ahead of 2015 targets (despite global economic crisis)

…

Reputation

Management

Immediate manager

Communication

Co-operation

Working conditions/Daily work

Influence

Compensation and reward

Professional and personal development

WORKPLACE

• The management of the company makes the right decisions

• The management of the company openly informs employees about the overall direction of the company

• The management of the company is trustworthy

4. Improvements of the Workplace Management

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Performance management by immediate manager (clear direction setting also through Performance agreements, regular follow-up, reward)

Leadership trainings based on Leadership pipeline principles

Regular 1:1 personal meetings (between manager and employee)

…

Reputation

Management

Immediate manager

Communication

Co-operation

Working conditions/Daily work

Influence

Compensation and reward

Professional and personal developmentWORKPLACE

• My immediate manager has good professional skills

• My immediate manager has good leadership competences

• My immediate manager enables me to perform well and achieve ambitious results

• My immediate manager inspires and encourages me

4. Improvements of the Workplace Immediate manager

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Presentations of the strategy and objectives

Communication through different media, increased face-to-face communication (meetings after GMM, stories about Sauer-Danfoss merger, site meetings, Web-ex meetings…)

Quarterly information about the expected performance reward level of organizational objectives – for PA

…

Reputation

Management

Immediate manager

Communication

Co-operation

Working conditions/Daily work

Influence

Compensation and reward

Professional and personal development1

WORKPLACE

• I clearly understand the overall strategy of the company

• I am well-informed about what is happening in the organisation

• The goals of our department are clear to me

4. Improvements of the Workplace Communication

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Improved cross-functional cooperation Cross-functional alignment of main

organizational objectives Resource planning for cross-functional

projects Clearer roles and responsibilities Socializing, also through company

organized events and sport …

Reputation

Management

Immediate manager

Communication

Co-operation

Working conditions/Daily work

Influence

Compensation and reward

Professional and personal development

WORKPLACE

• The professional co-operation with my colleagues

• The social relations and interactions with my colleagues at Danfoss

• In my unit we help each other

4. Improvements of the Workplace Co-operation

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Improved physical working environment (renovation of offices and production workplaces/breakpoints, lighting…)

Cascading of MWB throughout organization, ensuring employees understood organizational and team objectives

EDD and PA discussions After every quarter 1:1 review of

Performance agreement (quarterly PA review)

Review of the job design in order to optimize workload (Job profiles, Resource planning…)

Organizational reviews and restructuring New people recruited …

Reputation

Management

Immediate manager

Communication

Co-operation

Working conditions/Daily work

Influence

Compensation and reward

Professional and personal developmentWORKPLACE

• The physical working environment at my place of work

• My work tasks and job content are meaningful to me

• My work tasks present me with appropriate challenges

• My day-to-day work gives me the amount of variation that I desire

• I know what is expected of me in my daily work

• I can see how my work contributes to the results of the company

• I feel good about the workload in my job

4. Improvements of the Workplace Working conditions / daily work

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Involvement of employees in a dialogue how they can contribute as part of the team (department meetings) and individually (EDD and Performance agreements 2013)

Involvement in changes (RCPS, DPP, TS implementation…)

Involvement in New product development – structural tools (involvement of operators when implementing the product in the production…)

Evaluating managers through SoPM …

Reputation

Management

Immediate manager

Communication

Co-operation

Working conditions/Daily work

Influence

Compensation and reward

Professional and personal development

WORKPLACE

• I am encouraged to bring forward new ideas and opinions

• I am able to influence the way I carry out my work

• I feel that my ideas and opinions are taken into consideration

4. Improvements of the Workplace Influence

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Clear and transparent salary system Payments according to performance

and according to market levels Salary review mandatory once per year Extraordinary reviews and payouts in

case of excellent performance Performance rewards (bonuses) Benefits transparent and above market

level …

Reputation

Management

Immediate manager

Communication

Co-operation

Working conditions/Daily work

Influence

Compensation and reward

Professional and personal development

WORKPLACE

• My salary compared to what I could get in a similar position elsewhere

• My benefits compared to what I could get in a similar position elsewhere

• There is a fair balance between my performance and the rewards I receive

• My job security

4. Improvements of the Workplace Compensation and reward

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People review: systematic review of the performance and potential for ALL* employees by immediate manager, manager‘s manager, peers and HR BP

Development plans based on people review findings, employee aspirations through EDD

All employees have an EDD at least once per year

Regular EDD and PA review

Systematical competences review and development

Transparent job overviews provide career overview

Job respon. discussed in teams and individually

Open positions published

Addressing poor performance immediately, some actions visible

Accelerated Q-tools trainings

…

Reputation

Management

Immediate manager

Communication

Co-operation

Working conditions/Daily work

Influence

Compensation and reward

Professional and personal development

WORKPLACE

• My opportunities for professional and personal development

• The attention given to my professional and personal development

• My competences develop continually in my present job

• The annual Employee Development Dialogue with my manager is meaningful

*as a rule we only evaluate leaders up to level 6

4. Improvements of the Workplace Professional and personal development