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Thursday, 5 June
Agenda
1
Global and regional trends
– Rita Veres, Aon Hewitt
2
Embedding employee engagement
– Gerhard Wagner, HOERBIGER
3
The Engagement Outliers
– Dr. Wolf-Bertram von Bismarck, Aon Hewitt
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Global Employee Engagement
Our Speakers
Rita Veres
Olivier Hamelle
Gerhard
Wagner
Dr. WolfBertram von
Bismarck
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Global Employee Engagement
Discussion
Trends in global and
European engagement
Rita Veres
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Global Employee Engagement
Are you prepared for change?
Your business will change
dramatically by 2020
Are your employees engaged
and ready?
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Global Employee Engagement
The Aon Hewitt engagement model
Engagement
Drivers
Engagement Outcomes
Business
Outcomes
Talent
Leadership
Performance
Brand
Operational
THE
WORK
EXPERIENCE
Company
practices
Customer
The work
The basics
Financial
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Global Employee Engagement
Engagement is on the rise and is steadying following global economic stabilisation
% of Engaged Employees
Trends in Global Employee Engagement (2009-2013)
Source: Aon Hewitt Trends in Global Employee Engagement 2014
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Global Employee Engagement
The flat engagement levels in Europe are masked by changes in the sub-regions
% of Engaged Employees
Trends in European Employee Engagement (2009-2013)
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
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Global Employee Engagement
Work experience trends
Global
Europe
Employee value proposition is breaking down especially in Europe
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Global Employee Engagement
Organisational reputation continues to be a key employee engagement priority
2013
Global
Europe
Western
Europe
Central
Europe
Eastern
Europe
UK
France
Germany
Switzerland
Russia
Career Opportunities
1
1
3
1
2
2
2
1
2
1
Organisation Reputation
3
2
2
5
1
1
3
1
5
Pay
4
3
5
3
5
3
Drivers
Innovation
Managing Performance
4
2
Career Aspirations
Communication
Recognition
1
5
5
4
4
4
5
1
5
4
4
5
5
Brand Alignment
Work Processes
3
3
2
2
4
Work Tasks
3
4
3
Senior Leadership
5
Learning and Development
5
Manager
4
2
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Global Employee Engagement
Discussion
The HOERBIGER story
Gerhard Wagner,
CHRO &
Member of the
Executive Board
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Global Employee Engagement
Empowering people to excellence
Our ‘Voice for Excellence’ journey
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
who believe in
employee
engagement
HOERBIGER
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To all HR
Leaders
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Global Employee Engagement
HOERBIGER: We set standards
Strategic business segments securely balanced on three pillars
Compression technology
Automation technology
 Key components and
services for compressors,
turbines and industrial gasoperated engines
 Smart actuators for machine
tools and control valves
 Safety products
 Testing and diagnostic
technology
 Solution kits for demanding
customer applications
Automotive
 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
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Global Employee Engagement
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
Leaders who set
visionary standards
through focus and
excellence
Where everyone has
an opportunity to
develop, contribute
and grow
Sustainability through: Focus & Excellence
The Foundation: Values
Pioneering Spirit, Courage, Fairness and Closeness
lived through the HOERBIGER Excellence behaviours
at workplace
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Global Employee Engagement
And through
a high
performance
culture
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
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Global Employee Engagement
We set standards with our distinctive Leadership Brand
Who
Wal-Mart
FedEx
The Organisation is known for
Managing costs efficiently, getting things done
on time
Always low prices
Absolutely, positively doing whatever it takes
In pursuit of perfection
P&G
Brands you know and trust
McKinsey
Being the CEO’s trusted advisor
Apple
Managing Logistics, meeting deadlines,
solving problems quickly
Managing quality processes (Lean, Six
Sigma), for continuous improvement
LEXUS
Boeing
Their Leaders are known for
Developing consumer insights, precisely
targeted marketing, product innovation
Leading teams that deconstruct business
problems, synthesize data and develop
solutions
Solving global problems, working as teams,
possessing technical excellence in aerospace
People working together as a global
enterprise for aerospace leadership
Creating new products and services that
break the industry norms
Innovation and design
PepsiCo
Appealing to the younger generation
HOERBIGER*
Performance determining components
Building the next generation talent
Setting standards through Excellence & Focus
All data other than marked as “*” are from HBR Research on Leadership Brands
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Global Employee Engagement
“Closeness” is one of our company values. Driven by open sharing.
Transparent and available people tools
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
Rewards
Management Excellence 360° Feedback
 Simple learning tools to
explain the bonus calculation
is available to all employees
including a bonus calculator
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 Consolidated
 Feedback Grid covering the
Executive board and all
Management Levels openly
shared
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Global Employee Engagement
This drives in our improvement 48% in 2012 to 58% in 2013 in our employee
engagement. We are just starting.
Engagement
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Global Employee Engagement
Visibility drives consumption in 27 languages and 54 countries to 6700 employees
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Global Employee Engagement
The HOERBIGER Engagement Globe is an interactive tool that drives transparency
of engagement results and action plans to all employees across all locations
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Global Employee Engagement
The HOERBIGER Engagement Globe
By clicking on a location pin, detailed results are displayed
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Global Employee Engagement
The HOERBIGER Engagement Globe
By clicking on action plan for the location, the action plan is displayed
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Global Employee Engagement
Discussion
The Engagement Outliers
Dr. Wolf-Bertram von Bismarck
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Global Employee Engagement
What is required for a successful space mission?
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Global Employee Engagement
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
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Global Employee Engagement
Two different types of outliers
The most improved players
+ 2% pts
Average change
in engagement
+ 9% pts
Average increase in
engagement for improving
organisations
The best getting better
+ 14% pts
Outlier engagement
improvement
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Global Employee Engagement
‘Most improved players’ start from the bottom quartile
Safety
Physical Work Environment
Work/Life Balance
Resources
Work Processes
People/HR Practices
Innovation
Senior Leadership
Valuing People/People Focus
Communication
Diversity
Organization Reputation
Customer Focus
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
Basics
Culture
Manager
Coworkers
Work Tasks
Career Opportunities
Learning and Development
Autonomy/Choice
Sense of Accomplishment
Work
Managing Performance
Recognition
Brand Alignment
Pay
Benefits
Rewards
0%
Latest Survey 2012
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20%
40%
60%
80%
Previous Survey 2010/11
Global Employee Engagement
100%
The ‘best getting better’ build a culture of engagement
Communication
Valuing People/People Focus
Senior Leadership
Organization Reputation
Culture
Managing Performance
Brand Alignment
Recognition
Pay
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
Rewards
BU/Division Leadership
Coworkers
Customers
Sense of Accomplishment
Work Tasks
Autonomy/Choice
Work
Safety
Physical Work Environment
0%
 Align rewards with performance
Latest Survey 2012
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Basics
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20%
40%
60%
80% 100%
Previous Survey 2010/11
Global Employee Engagement
Engagement outlier checklist
Enable first
Not just a survey score
Go big
All about me
Great culture from great leaders
Engage in?
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Global Employee Engagement
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
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Global Employee Engagement
Any questions?
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: olivier.hamelle@aonhewitt.com
─ Rita Veres: rita.veres@aonhewitt.com
─ Dr. Wolf-Bertram von Bismarck: wolf-bertram.von.bismarck@aonhewitt.com
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Global Employee Engagement
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: 4396810.
Registered Office: 8 Devonshire
Square, London EC2M 4PL.
www.aonhewitt.co.uk
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