1. Zavzetost v Danfoss Controls
Mitja Praprotnik, Senior Director Operations
Bojana Zupanič, HR Business Partner
Konferenca o zavzetosti –

2. 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 bcw)
Zavzetost 89
54% gorečih zagovornikov (fiery advocates)

3. Model zavzetosti (Ennova)

4. Rezultati 89
Zavzetost
>85
54%
Gorečih zagovornikov

5. Ključni vzvodi Odličnost pri osnovah vodenja Medfunkcijsko sodelovanje
Komunikacija pred raziskavo

6. 1. Odličnost pri osnovah vodenja

7. Performance Management je osnova vodenja zaposlenih
VZPOSTAVITEV AMBICIOZNIH PRIČAKOVANJ
Načelo stalnega izboljševanja
Vključenost zaposlenih
Redna in jasna komunikacija vodstva
Redni 1:1 sestanki
Redni sestanki skupin
Vodja vodje prevzame odgovornost za proces postavljanja in razčlenjevanja ciljev
Performance agreement
Razgovor o razvoju zaposlenega
Jasnost usmeritve
Nagrajevanje
Plača in njeni dvigi so odvisni od uspešnosti
Če dosežemo ali presežemo naše cilje, dobimo dodatni bonus
Jasni cilji in odgovornosti
Performance
feedback
Redni pregledi uspešnosti
Najmanj četrtletni poglobljen pregled uresničevanja ciljev vsakega zaposlenega
2x letno ocenjujemo vodje, kako dobro opravljajo proces Performance mngt
Odkrit in pošten, še posebej, ko gre za nizko uspešnost

8. 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
……..

9. 2. Medfunkcijsko sodelovanje

10. Največji potencial se lahko uresniči preko uspešne vpeljave medfunkcijskega sodelovanja
Source: A. T. Kearney

11. „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

12. 3. Komunikacija pred raziskavo zavzetosti

13. Komunikacija pred raziskavo
Centralno pripravljena prezentacija, ki je vključevala naslednje teme:
Predstavitev raziskave: zakaj, kako in kaj
Model
Zavzetost & Goreči zagovorniki
Izboljšave delovnega okolja
Naši cilji
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

14. Rezultati nekoliko drugače

15. Mitja Praprotnik, mitja.praprotnik@danfoss.com
Bojana Zupanič,
Konferenca o zavzetosti –

16. Priloga: Aktivnosti za izboljšanje delovnega okolja
Iz prezentacije za vodje in zaposlene
Konferenca o zavzetosti –

17. 4. Improvements of the Workplace Reputation
New ethical guidelines, that include anti-corruption policy
Danfoss the best Slovenian company in 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
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
WORKPLACE

18. 4. Improvements of the Workplace Management
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) …
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
Reputation
Management
Immediate manager
Communication
Co-operation
Working conditions/Daily work
Influence
Compensation and reward
Professional and personal development
WORKPLACE

19. 4. Improvements of the Workplace Immediate manager
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) …
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
Reputation
Management
Immediate manager
Communication
Co-operation
Working conditions/Daily work
Influence
Compensation and reward
Professional and personal development
WORKPLACE

20. 4. Improvements of the Workplace Communication
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
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
WORKPLACE

21. 4. Improvements of the Workplace Co-operation
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
The professional co-operation with my colleagues
The social relations and interactions with my colleagues at Danfoss
In my unit we help each other
WORKPLACE

22. 4. Improvements of the Workplace Working conditions / daily work
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 …
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
Reputation
Management
Immediate manager
Communication
Co-operation
Working conditions/Daily work
Influence
Compensation and reward
Professional and personal development
WORKPLACE

23. 4. Improvements of the Workplace Influence
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
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
WORKPLACE

24. 4. Improvements of the Workplace Compensation and reward
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
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
WORKPLACE

25. 4. Improvements of the Workplace Professional and personal development
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 …
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
Reputation
Management
Immediate manager
Communication
Co-operation
Working conditions/Daily work
Influence
Compensation and reward
Professional and personal development
WORKPLACE
*as a rule we only evaluate leaders up to level 6