PDF - Towers Watson

Transcription

PDF - Towers Watson

75 Countries – 1 Employee Survey
Case study: thyssenkrupp AG
In 2014, thyssenkrupp conducted its first Global
Employee Survey, using the slogan “Tell it like it is”.
For thyssenkrupp, a healthy corporate
culture characterised by openness,
honesty and mutual appreciation is an
important goal. Developing this culture
is a vital element to the company’s
strategic way forward, as can be seen
in its mission statement. To promote
such a development, the company has
created an open feedback channel
for employees, to serve as a source
of valuable information on issues like
management, teamwork, and safety
and health in the workplace. The first
survey has already been successfully
completed, with a total response rate
of 75 percent. The follow-up process
is already well underway and a second
survey is being planned.
Background
During a period of change and
strategic realignment, thyssenkrupp
has initiated a number of global
measures aimed at repositioning
this diversified integrated industry.
One of the key pillars in the new
strategy is called ‘People Success’.
This forms the backdrop for the first
Global Employee Survey, which is now
providing important input into Human
Resources, especially regarding
the strengthening of management
expertise. Given its major strategic
importance, the Employee Survey is
a key priority for the thyssenkrupp
Executive Board.
One aim of the survey is to advance
the transformation in corporate
culture across the Group. As a global
HR project, it also has a pioneering
role to play in promoting closer ties
between the various Business Areas
and their subordinate units, as well
as between the various regions.
This project implements the concept
“WE are thyssenkrupp” in a highly
practical manner.
Just as September 2014 was the
ideal time to conduct the initial
baseline survey, so the challenges
faced by the project team were
particularly specific to thyssenkrupp.
While two of the Business Areas
already had considerable experience
in conducting employee surveys,
the others had very little. It was
therefore important to strike the
correct balance when developing
the questionnaire, structuring the
logistics and choosing the reporting
format. Other challenges included
the integration of mental health risk
assessment, the documentation of all
organisational structures, a very tight
deadline and ensuring broad-based
employee participation. With more
than 50 per cent of employees in
‘offline’ roles, making sure everyone
at thyssenkrupp received their
questionnaire turned out to be a
considerable logistical feat.
2014 thyssenkrupp
Employee Survey
in numbers

4 weeks

75 countries

28 languages

75 questions + supplementary
questions for two Business Areas

300 coordinators

1,000 follow-up experts

6,700 reports in 24 languages

65,000 invitations by e-mail

40 business units, each with
their own driver analyses and
gap analyses

114 Willis Towers Watson
benchmarks

62,300 printed questionnaires +
printed invitations to take
part online
“Lots of teams from different areas came together
to collaborate on this project. That meant a lot
of people having to leave their comfort zones –
but it’s certainly paid off.”
– Oliver Burkhard, Member of the Executive Board, CHRO, thyssenkrupp AG
The survey project focused on the
bigger picture while also incorporating
a considerable number of more
detailed, specific solutions. Key stages
in the process included:
1. Organising the project
It was clear from the outset that this
project could only achieve the desired
results if structured in an extremely
inclusive manner, for example, if all
Business Areas, stakeholders and
internal experts in Communications,
Legal, IT and of course HR, were
included at every stage. To ensure
a truly global scope, a total of 300
coordinators were appointed to
cover all major locations and regional
headquarters. In the follow-up
process, a further 1,000 employees
provided the company management
with expert support.
In addition to these operational
planning measures, thyssenkrupp
worked with Willis Towers Watson
and a number of sub-project teams
to develop the ideal project strategy.
Would it be better to run a pilot
project or just survey everyone at
once? Which core issues would need
to be considered? To ensure that
all the questions were dealt with
methodically, a detailed timetable was
drawn up at the start of the project
and, with just a few minor exceptions,
adhered to throughout.
2. Developing the questionnaire
Following a broad-based round of
interviews with all key stakeholders,
the next stage was to identify the
various factors that would need to
be taken into account in developing
the first global questionnaire:

First and foremost, the survey would
need to focus on the sustainable
engagement of employees and the
typical drivers influencing this

It should incorporate research from
Willis Towers Watson on cultural
factors beneficial to the company’s
business strategy

It should incorporate information
gleaned from previous, more
limited surveys

The survey results should offer
maximum scope for comparison with
Willis Towers Watson benchmarks

The survey should cover all
relevant aspects of the Group’s
mission statement

The survey should be suitable for
use in a range of cultural contexts

Mental health risk factors should be
surveyed in such a way as to allow
the management to use the results
in psychological risk assessment

The general framework should
include specific management
principles, the Code of Conduct
and the HR Global 2020 Strategy

Results should be suitable for
evaluation on a range of levels:
Group, company, work environment
and immediate management

Terms should be defined for use
throughout the Group
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The subsequent ‘mapping’ process
defined a series of questions and
criteria to make up a first-draft
questionnaire, consisting of a set
of core questions plus a range
of alternatives. Then the first
project workshop took place, at
which the draft questionnaire was
discussed with representatives
from all relevant stakeholders (with
particular assistance coming from
the employee representatives). The
workshop was followed by a number
of steps, including the incorporation
of proposed changes, discussion of
unresolved issues and feedback to
the core team. Final approval for the
revised questionnaire was reached
via a coordinated process involving
decision-makers on both employer
and employee sides. Two Business
Areas subsequently decided to
develop further questions aimed
specifically at their employees.
The finished document was then
translated into 28 languages.
The core questionnaire consisted
of 75 closed questions in 14 categories,
plus a field for unprompted comments.
It was also designed to meet the
criteria for use in psychological
risk assessment.
The subsequent ‘mapping’
process defined a series
of questions and criteria
to make up a first-draft
questionnaire, consisting
of a set of core questions
plus a range of alternatives.
Figure 1. Development of questionnaire
Identification of focus areas
Workshops and feedback loop

Basis for Version 0.1

Version 0.1 discussed in workshop –
implementation of requested changes

Version 0.2 submitted for approval

Feedback incorporated; Version 0.3
discussed in a further workshop –
modifications and open issues
Clear,
easy-to-follow
versions
Result

75 questions in the core questionnaire

Multiple reference levels: Group,
my company, my work environment,
my immediate manager

73% benchmark-ready questions

Expert approval for psychological
risk assessment
“We didn’t expect to achieve this
kind of quality together – the level
is so much higher than the lowest
common denominator.”
– Project Lead
Review of documents and 20 interviews
Finalisation

Interview guide/records/establishment

Pre-test with selected
of priorities
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Kategorie
Nachhaltiges
Engagement
Nachhaltiges
Engagement
Nachhaltiges
Engagement
Nachhaltiges
Engagement
Nachhaltiges
Engagement
Nachhaltiges
Engagement
Nachhaltiges
Engagement
Nachhaltiges
Engagement
Nachhaltiges
Engagement
Career & Skill
Development
Karriere- &
Fähigkeitsentwicklung
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Development
Karriere- &
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Development
Karriere- &
Career & Skill
Development
Karriere- &
Teilaspekt
Glaube an Ziele
Item Text
Fragewortlaut
I believe strongly in the business objectives of ThyssenKrupp.
Ich bin fest von den Geschäftszielen meines Unternehmens überzeugt.
Stolz dazuzugehören I am proud to tell others I work for ThyssenKrupp.
Anstrengungsberereit
I am willing to put in a great deal of extra effort to help my company succeed.
schaft
Arbeitshindernisse
There are no substantial obstacles at work to doing my job well.
Leistungsförderliche
Conditions in my job help me to achieve excellent performance.
Arbeitsbedingungen
Teamorientierung
Arbeitsenergie
Behandlung mit
Respekt
Arbeitsdruck
My team/shift is able to meet our work challenges effectively.
I am able to sustain the level of energy I need throughout the work day.
Klare Karrierepfade
Ich schaffe es, über den Arbeitstag hinweg ausreichend fit und aufmerksam zu
bleiben.
Ich werde bei der Arbeit mit Respekt behandelt, unabhängig von meiner Position.
Ich bin häufig durch übermäßigen Arbeitsdruck belastet.
I have a reasonably good idea of my possible career paths at ThyssenKrupp.
persönliche
Management of my company facilitates the transfer of employees to other
Veränderungsmöglich
companies within ThyssenKrupp.
keit innerhalb von TK
herausfordernde
Tätigkeiten
Ich bin stolz darauf, anderen erzählen zu können, Mitarbeiter von ThyssenKrupp
zu sein.
Ich bin bereit mich über das normale Maß hinaus anzustrengen, um meinem
Unternehmen zum Erfolg zu verhelfen.
Es gibt keine wesentlichen Hindernisse, die es mir erschweren, meine Arbeit gut
zu erledigen.
Meine Arbeitsbedingungen helfen mir eine sehr gute Leistung zu erbringen.
Mein Team/meine Schicht kann unsere Arbeitsanforderungen effektiv bewältigen.
I am treated with respect at work, regardless of my job.
I am often bothered by excessive pressure in my job.
Persönliche
Entwicklungsmöglich I have the opportunity for personal development and growth at ThyssenKrupp.
keit
My work provides me with opportunities to take on new challenges.
Suggested
reference
My company
Emfohlener
Bezug
Mein
Unternehmen
ThyssenKrupp ThyssenKrupp
My company
Work
environment
Work
environment
Work
environment
Work
environment
Work
environment
Work
environment
Mein
Unternehmen
Arbeitsbereich
Arbeitsbereich
Arbeitsbereich
Arbeitsbereich
Arbeitsbereich
Scale
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Skala
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Benchmarkfähig?
TK-Leitbild
TK CoC
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Mein
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Version 0.2
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Career & Skill
Development
Karriere- &
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Kommunikation & Leitbild
Communication &
Mission Statement
Communication &
Mission Statement
Communication &
Mission Statement
Communication &
Mission Statement
Communication &
Mission Statement
Goals & Mission
Statement
Communication &
Mission Statement
Communication &
Mission Statement
Communication &
Mission Statement
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Karriere- &
Karriere- &
Karriere- &
Karriere- &
Karriere- &
Karriere- &
Karriere- &
Karriere- &
Communication &
Mission Statement
Faire
In my company high performers are given priority for new career opportunities
Entwicklungschancen
Informationen zur
My company provides people with the necessary information and resources to
Karrieregestaltung manage their own careers effectively.
Trainingsgelegenheite There are sufficient opportunities for me to receive training to improve my skills
n
in my current job.
Training für andere There are sufficient opportunities for me to receive training to increase my
Jobs
eligibility for another/ a better job.
Trainingsnutzen für
The training I have received has adequately prepared me for the work I do.
die aktuelle Arbeit
Trainingseffektivität
Verfügbarkeit von
Informationen
The information I need to do my job is readily available.
Kommunikation von The management of my company communicates sufficiently with our
Vorstand/GF
employees.
Informationsfluss
Zielverständnis der
Abteilung
Zielverständnis des
Unternehmens
Kommunikation & Leitbild Zielverständnis von TK
The training programs at my company are effective.
In meinem Unternehmen werden neue Karrierechancen vornehmlich den echten
Leistungsträgern angeboten.
Eigener Beitrag zur
Zielerreichung
We usually hear about important matters first through rumors.
My department
I have a clear understanding of the goals and objectives of my company.
ThyssenKrupp as a whole
I understand how my work contributes to my company's business objectives.
My company
Mein Unternehmen stellt den Mitarbeitern die erforderlichen Informationen zur
My company
Verfügung, um die eigene berufliche Entwicklung effektiv zu gestalten.
Ich habe genügend Trainingsgelegenheiten, um meine Fähigkeiten für meine
My company
aktuelle Tätigkeit zu verbessern.
Ich habe genügend Schulungs-/Trainingsmöglichkeiten, um mich für eine
My company
andere/bessere Tätigkeit zu qualifizieren.
Die Schulungen/Trainings, die ich durchlaufen habe, haben mich in angemessener
My company
Weise auf meine Tätigkeiten vorbereitet.
Die Schulungsprogramme in meinem Unternehmen sind effektiv.
Karriere mit
In my company it is possible to make good career progress but having a normal In meinem Unternehmen ist es möglich Karriere zu machen und gleichzeitig ein
Privatleben vereinbar private life (time for family or personal interests).
normales Privatleben zu führen (Zeit für Familie und private Interessen).
Mein Unternehmen leistet gute Arbeit im Hinblick auf Nachfolgeplanung und
Stellenbesetzungen My company does a good job of replacement and staffing.
Stellenbesetzungen.
Mitarbeiter fühlen sich My company does an excellent job of keeping employees informed about
informiert
matters affecting us.
My company
My company
My company
Mein
Unternehmen
Mein
Unternehmen
Mein
Unternehmen
Mein
Unternehmen
Mein
Unternehmen
Mein
Unternehmen
Mein
Unternehmen
Mein
Unternehmen
A-TA-?-TD-D
A-TA-?-TD-D
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A-TA-?-TD-D
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Der Vorstand/die Geschäftsleitung meines Unternehmens kommuniziert
ausreichend mit der Belegschaft.
Von wichtigen Angelegenheiten erfahren wir meistens zuerst über Gerüchte.
meiner Abteilung
Ich habe eine klare Vorstellung von den Zielen meines Unternehmens.
von ThyssenKrupp insgesamt
Ich verstehe, wie meine Arbeit zu der Erreichung der Geschäftsziele meines
Unternehmens beiträgt.
My company
Mein
Unternehmen
My company
Mein
Unternehmen
Work
environment
Arbeitsbereich
My company
Mein
Unternehmen
A-TA-?-TD-D
A-TA-?-TD-D
A-TA-?-TD-D
A-TA-?-TD-D
My company
Mein
Unternehmen
Work
environment
Arbeitsbereich
A-TA-?-TD-D
A-TA-?-TD-D
A-TA-?-TD-D
Ich verstehe, wie die Ziele meines eigenen Verantwortungsbereichs auf die Ziele
von ThyssenKrupp insgesamt ausgerichtet sind.
Unser Leitbild gibt mir eine Orientierung bei meiner täglichen Arbeit.
A-TA-?-TD-D
I fully support the values of our Mission Statement.
Ich unterstütze die Werte aus unserem Leitbild voll und ganz.
A-TA-?-TD-D
I have a good understanding of the key elements of our Mission Statement.
Ich verstehe die Kernelemente unseres Leibildes.
A-TA-?-TD-D
Mein
Unternehmen
A-TA-?-TD-D
Leitbild leben
Verständnis des
Leitbilds
Kommunikationskanäl
The official communication channels in my company are working well.
e
Kommunikation über
I am sufficiently informed about ThyssenKrupp's company plans.
TK-Pläne
Kommunikation über
Performance of ThyssenKrupp
TK-Performance
Kommunikation über
Kommunikation & Leitbild Unternehmensperform My company's performance
ance
Die offiziellen Kommunikationskanäle in meinem Unternehmen funktionieren gut.
Ich fühle mich ausreichend über die Ziele von ThyssenKrupp informiert.
die Geschäftsleistung von ThyssenKrupp
die Geschäftsleistung meines Unternehmens
My company
A-TA-?-TD-D
A-TA-?-TD-D
Mein
Unternehmen
A-TA-?-TD-D
My company
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committee, then by Executive Board
and Group Works Council
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Ich bin ausreichend über unser Leitbild informiert.
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Mein
Unternehmen
Work
environment
I understand how the objectives of my area of responsibility fit into the overall
ThyssenKrupp goals and objectives.
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My company
I am sufficiently informed about our Mission Statement.
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Mein Unternehmen informiert uns Mitarbeiter auf sehr gute Weise über Dinge, die
uns betreffen.
Relevanz eigener
Ziele für TK
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Die Informationen, die ich für meine Arbeit benötige, sind schnell verfügbar.
Leitbildvermittlung
Relevanz des
Our Mission Statement guides me in my work on a day-to-day basis.
Leitbilds für die Arbeit
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Mission Statement
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A-TA-?-TD-D
Communication &
Mission Statement
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A-TA-?-TD-D
Mein
Unternehmen
Mein
Unternehmen
Communication &
Mission Statement
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Mein
Unternehmen
Mein
Unternehmen
My company
My company
Communication &
Mission Statement
Communication &
Mission Statement
Communication &
Mission Statement
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My company
My company
bindet die besten Talente an sich
befördert die fähigsten Mitarbeiter
Communication &
Mission Statement
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rekrutiert die richtigen Mitarbeiter für die künftigen Anforderungen
entwickelt seine Mitarbeiter so, dass sie ihr volles Potenzial nutzen
Retaining its most talented people
Promoting its most competent people.
Career & Skill
Development
Career & Skill
Development
Career & Skill
Development
Career & Skill
Development
Career & Skill
Development
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Development
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Development
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Ich bringe meine Kenntnisse und Fähigkeiten bei meiner Arbeit voll ein.
Mein Unternehmen:
Recruiting the right people for its future needs
Developing people to their full potential
Halten talentierter
Mitarbeiter
Halten talentierter
Mitarbeiter
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feedback SE
feedback SE
Vorschläge China / Indien / KBR
Im Rahmen meiner Arbeit erhalte ich genügend Gelegenheiten, neue
Herausforderungen anzugehen.
I fully apply my skills and abilities in my work.
My company is doing a good job of:
Karriere- &
Karriere- &
Career & Skill
Development
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Nutzung eigener
Fähigkeiten
Einstellung neuer
Mitarbeiter
Entwicklung der
Mitarbeiter
Career & Skill
Development
Career & Skill
Development

Discussion with each Business Area
feedback SE: voeher "meine Arbeitsgruppe"

Version 0.4 approved in steering
Vorschlag IS, ET, CT und SE
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employees from all Business
Areas – minor modifications
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A-TA-?-TD-D
Ich habe eine gute Vorstellung von meiner möglichen beruflichen Entwicklung bei
ThyssenKrupp.
Das Management meines Unternehmens ermöglicht den Transfer / Wechsel von
Mitarbeitern in andere Unternehmen innerhalb des ThyssenKrupp-Konzerns.
Thema MX
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Ich habe bei ThyssenKrupp die Möglichkeit mich persönlich weiterzuentwickeln.
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ET (FKSurvey)
Thema SE
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HR Global
2020
Agreement on supplementary
questions for two Business Areas
Wunsch von SE und Zweifel von ET & CT - zudem Redundanz mit Fragen bei U-Führung

No similar requests from other units
due to good coverage of topics in
core questionnaire
Figure 2. Examples of content used in the publicity campaign
BE
hOnESt.
Our first global Employee Survey will run from 8 September to 3 October 2014.
Each employee will receive a questionnaire – either online or in paper form. For further
details please contact your immediate manager or visit https://we-online.thyssenkrupp.com.
Take part and help shape your company – every opinion counts!
SAG’ WIE
Take P–a3rOCt!T
Employee Survey 2014
8 SEPT
es ist
Vom 8. September bis 3. Oktober 2014 findet die Mitarbeiterbefragung 2014 statt. Erstmals werden dabei
Mitarbeiter weltweit – im gesamten ThyssenKrupp Konzern – befragt. Machen Sie mit und gestalten Sie
aktiv die Zukunft der ThyssenKrupp Steel Europe AG und des ganzen ThyssenKrupp Konzerns. Für weitere
Informationen sprechen Sie Ihren Vorgesetzten an oder schauen Sie im Worknet unter Mitarbeiterbefragung.
n!
Mitmache10.
8.9. bis 3.
Mitarbeiterbefragung 2014
NEWS AT THE WE.POINT
SEPTEMBER 2015
We are ThyssenKrupp
Comments
The survey offered the option of entering comments. A total of 50,000 were
submitted. Did you expect to receive this much feedback?
We were more than happy to receive such detailed feedback. It’s a clear sign
that the Employee Survey is serving its function of providing a platform for
staff to voice their opinions. Our employees want to play a role in shaping the
company, and this is definitely a good thing. We see this as a great opportunity.
THYSSENKRUPP BULLETIN
SEPTEMBER 2015
“A thousand times
better than before
the Employee Survey”
OLIVER BURKHARD
Member of the
Executive Board of
ThyssenKrupp AG
It’s been about a year since the 2014 Employee Survey was wrapped
up, and the follow-up process is now in full swing across the Group.
Detailed team reports have been available in every language since
early March. A vast majority of the time spent working though the
results is being devoted to the comments, of which a total of 50,000
were submitted, which is a truly remarkable number. They vary in
length from one word to several pages. Read on for HR Director Oliver
Burkhard’s thoughts on what makes the comments so important, the
most surprising insights and what is being done centrally at a Group
level with the results from the Employee Survey.
Opportunities
Why are the comments so important in your opinion?
The comments we receive help us fill in the blanks regarding the insights we
gained in the Employee Survey. They are more detailed and more candid.
They allow management to get a better overall impression of the general mood
in their department.
They also help to more effectively put the numbers into context. Being able to
leave comments allows employees to bring up issues that were not covered by
the questionnaire or that they would like to expand on in greater detail.
Anonymity
What happens with the comments?
As with the survey itself, our number one priority is ensuring that all
comments remain anonymous. That’s why the reports are only sent
if more than 30 comments are available in a particular language
for each reporting unit. In cases where the comments refer by
name to specific individuals, the names have been redacted
before the comments were sent to ThyssenKrupp by the service
provider. This is done to ensure that a comment cannot be traced
back to a particular person.
Current situation
It’s been close to a year since the first Group-wide Employee
Survey. The team reports were sent out at the start of 2015,
and work in this area is in full swing across the Group. Can
you give us a progress report?
We sent out almost 4,000 reports and have now come up with
more than 10,000 actions, or ways in which we are seeking to
improve cooperation. While we are very happy with these results,
we need to keep up our efforts. The 2014 Employee Survey
allowed us to assess the current situation. In 2016, on the other
hand, we will be going a step further and seeking to gauge
whether our employees on the ground have noticed the changes.
That‘s why I would like to ask employees to take part in the
follow-up process and also complete the next Employee Survey.
WE-ONLINE.THYSSENKRUPP.COM
4
Measures
it’s about me
Employee Survey
Criticism
What is being done centrally at a Group level?
What surprised you?
We are also working hard on the implementation of the Groupwide action areas. We’ve discussed ways for management-level
staff to more clearly communicate their goals in the future at
regional events held across the globe. This is an area where we
need to step up our efforts.
We are also acting quickly to institute actions, one example of
this being JobSwap. This came out of the Employee Survey, and
it will allow employees to switch jobs with other members of staff
for three weeks. The pilot program is set to launch this year. As
you can see, things are definitely happening at the Group.
Many employees wrote that they are proud to work for ThyssenKrupp. That’s great to hear – and it’s
what makes ThyssenKrupp so unique. But that’s not to say that certain criticisms weren’t voiced. Some
of them went into quite a bit of detail. With that, I would like to state that we want to see any misconduct
on the part of management (where proof exists), violations, and other grievances to be brought to our
attention. However, due to the rules regarding anonymity, we are unable to act on reports stemming from
the Employee Survey. If employees would like to report violations or verifiable acts of misconduct, we ask
that they contact their manager or the relevant HR department. In addition to this, we also offer ‘Direct to
Hiesinger and His Leadership Team,’ a permanent platform where you can ask questions whenever you
want, anonymously if you so choose. In conclusion, we are looking to create a corporate culture where
issues both positive and negative are discussed and ask for your support in helping us achieve this goal.
To report possible violations
of legal regulations or directives regarding antitrust law,
corruption, money laundering, and conflicts of interests,
please use the ThyssenKrupp
whistleblowing system. Reports
can be submitted online or by
calling the hotline at
+49 (0) 30-120 909 28. Go to
http://www.thyssenkrupp.com/
whistleblower, where you can
find a link to the online whistleblowing system, toll-free hotlines
for a number of countries, and
much more.
3. Communication and tasking

Follow-up experts: A comprehensive
‘Tell it like it is’ was just one of many
slogans used on publicity posters for
the survey, all based on the general
slogan: “WE – it’s about me”. From the
outset, communication was seen as a
key factor in maximising the response
rate. With this in mind, thyssenkrupp
launched an extensive campaign for
each of these target groups:
Thanks to all these efforts, the result
was a very respectable response rate
of 75 percent.

Management: The Employee
Survey and subsequent follow-up
process were presented in detail
to the Executive Board and senior
management at a series of central
leadership conferences and in
management meetings for the
individual Business Areas. These
were supplemented by regular
global update calls, which also
met with a positive response.
The Employee Survey encouraged
direct dialogue at management
level, all around the world. Other
highlights included info packages
and training events (mostly
web-based conferences) plus
a wide range of print and video
materials in a choice of languages.

Employees: In order to reach as
many employees as possible –
both blue- and white-collar –
the campaign was implemented
both online and off, using all of
thyssenkrupp’s media channels.
In addition to posters and flyers,
a number of items were published
in “WE” and “WE.online”, the
thyssenkrupp employee magazine.
There were also special features
on thyssenkrupp radio, a number
of positive and engaging videos, as
well as letters and e-mails from the
board members and line managers,
providing regular updates and
generating interest in the campaign.

Coordinators: As well as being
tasked with creating the necessary
organisational structures, all
coordinators were given on-site
training in the logistics of processing
the paper survey forms.
5
e-learning programme was developed
for the follow-up process as well as
face-to-face training and WebEx
content, ensuring that managerial
personnel have access to specialist
support whenever they need it.
4. Development of
organisational structure
Given the lack of any centralised,
comprehensive documentation of the
company’s full organisational structure,
partly as a result of the ongoing
restructuring process, it was necessary
to go out and acquire this information
with the help of the 300 coordinators.
A suitable data capture tool was
developed for the thyssenkrupp
project. The tool was also designed to
be capable of detecting logical errors
and accessing existing information
sources. After intensive training, all 300
coordinators delivered comprehensive
details of workforce structures,
management structures, permissions,
languages, e-mail addresses etc.
By the end of this process,
thyssenkrupp had a documented
organisational structure that met the
specific requirements of the Employee
Survey and would form the basis
for all subsequent activities at every
stage of the project – including the
implementation of measures during
the follow-up process.
5. Reporting
Creating the reporting system
was a highly complex task,
it being particularly important
to balance the specific needs
of the client with a ‘less is more’
principle. The system would need
to be tailored to meet thyssenkrupp
requirements, but without creating
the enormous ‘data cemeteries’
that are a notorious hazard in this
area. To achieve this balance, two
workshops were held in the spring
of 2014, involving representatives
from all key stakeholders. A range
of issues were discussed, including
the reporting format, dashboard
specifications, analyses of drivers and
other factors, and the presentation
of results for the purpose of
psychological risk assessment.
Finally, it was decided to use an
interactive reporting format with
automatic significance test function
and one-click PowerPoint generation.
A broad range of national and
functional benchmarks from the
Willis Towers Watson database
were assigned to the various
reports to provide a more objective
view. To create a global external
comparison for thyssenkrupp,
Willis Towers Watson also produced
the Global Manufacturing Companies
Tailored Norm 2014, featuring
aggregated feedback from 1,055,323
employees working for 44 global
companies in related sectors.
In the end three batches of reports
were produced, totalling around
6,700 in all. To these were added
the comment reports and the
interactive analysis tool for
free-text responses (“VERA”).
While the reports were being
distributed, Willis Towers Watson
presented the survey results at
50 presentations and workshops.
Willis Towers Watson also helped
the HR department and thyssenkrupp
Academy to identify the two key areas
for action, which were ‘Company
Management and Business Objectives’
and ‘Trust and Collaboration’. The clear
recommendation was to address these
two areas, together with other more
specific topics, at presentations and
workshops held at all levels.
Figure 3. Planning concept for implementation of follow-up process
For example:
training sessions/
materials etc.
Phase 4:
Tasking modules
(working groups)
For example: scheduling,
nomination process, capacities,
tasking framework etc.
Specification
Phase 3:
Implementation planning
(working groups)
For example: tasks by role,
methods for identifying action,
expectation management etc.
Phase 2:
Detailed concept
(working groups)
Phase 1:
Cornerstones
(workshops/steering committee)
For example: objectives,
planning levels, roles,
progress measurement etc.
6. Follow-up process planning
In late 2013, one interviewee suggested,
quite correctly, that planning for the
follow-up process should start as soon
as possible. Therefore, conception of
the follow-up process began at an early
stage in the project and remained a high
priority. Possible design options were
discussed at two workshops held in
spring 2014. The following cornerstones
were established:

Management to be tasked
with designing and driving the
follow-up process

Strong emphasis on work with local
teams, supplemented by overarching
measures based on the two
Group-wide areas for action

Workshops and planning of
prospective actions to take place in
all organisational units for which team
reports are available. Employees to
be included in this process. Employee
representatives – where available –
to be involved as much as possible
6
“We’ve examined the results in great detail and from
every aspect. They clearly boil down to two core themes
that affect every area very strongly. We’ve now taken
these two themes –’Company Management and Business
Objectives’ and ‘Trust and Collaboration’ – and defined
them as global areas for action.”
– Oliver Burkhard, Member of the Executive Board, CHRO, thyssenkrupp AG

All actions developed to be
documented using the new
Willis Towers Watson action
planning/tracking platform.
Management to be provided with
a range of support materials, from
simple flyers explaining the steps
in the follow-up process through to
comprehensive e-learning resources

Follow-up experts to be available to
assist management (experts to be
trained in advance)
These cornerstones were then used
as the basis for a more detailed
concept. A wide range of matters
were addressed at this stage,
including the resolution of technical
issues, the definition of tasks and
roles and the appointment of
follow-up experts.
Immediately after delivery of the
survey reports, the final results were
presented to all employees worldwide.
This involved presentations and
workshops, from Executive Board
level down to individual teams, and
the survey became another vital
step in the strategic development
of thyssenkrupp. By the end of
November 2015, the Willis Towers
Watson action planning tool had
recorded around 11,500 individual
actions – and that number continues
to rise. The aim now is to maintain this
momentum to maximum effect.
The second Employee
Survey is planned for 2016,
and will reveal whether
the actions already
implemented have resulted
in tangible benefits for
the workforce.
7
Looking ahead
The second Employee Survey is
planned for 2016, and will reveal
whether the actions already
implemented have resulted in
tangible benefits for the workforce.
In terms of concept, content and
technical considerations, many
aspects of the new survey will
build on the old.
In design terms, however, the new
survey is expected to reach a
whole new level in many respects,
e.g. reporting format. Experience
gained during the previous project
will undoubtedly help speed up the
decision-making process. On the
other hand, the new survey will also
bring fresh challenges, such as the
integration of historical comparative
values for the corresponding
organisational units. All in all, further
stability and dynamism seems
assured, thereby confirming the
importance of ‘People Success’
as a key pillar in the strategic way
forward of thyssenkrupp.
About thyssenkrupp
thyssenkrupp is a diversified
industrial group with traditional
strengths in materials and a
growing share of capital goods
and services businesses. About
155,000 employees in nearly
80 countries work with passion
and technological expertise to
develop high-quality products and
intelligent industrial processes as
well as services for sustainable
progress. Their skills and
commitment are the basis of our
success. In fiscal year 2014/2015,
thyssenkrupp generated sales of
around €43 billion.
About Willis Towers Watson
Willis Towers Watson (NASDAQ: WLTW) is a leading global advisory, broking and
solutions company that helps clients around the world turn risk into a path for
growth. With roots dating to 1828, Willis Towers Watson has 39,000 employees
in more than 120 countries. We design and deliver solutions that manage risk,
optimise benefits, cultivate talent, and expand the power of capital to protect and
strengthen institutions and individuals. Our unique perspective allows us to see
the critical intersections between talent, assets and ideas — the dynamic formula
that drives business performance. Together, we unlock potential. Learn more at
willistowerswatson.com.
Towers Watson is represented in the UK by Towers Watson Limited.
The information in this publication is of general interest and guidance. Action should
not be taken on the basis of any article without seeking specific advice.
Copyright © 2016 Towers Watson. All rights reserved.
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