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“The transformation from print to digital hasbeen perhaps the most significant megatrendaffecting our business so far”, Ja...
EMPLOYEE ENGAGEMENTToday’s demands for employees to succeedin high-performing organisations requireconstant setting of tar...
HR PLANNING CYCLEJanuaryDecemberJulyBusiness planning helps organisations make better use of their resourcesIn today’s env...
Valkjärventie 7 A, 02130 Espoo, Finland, ☎ +358 9 452 0730Läntinen Pitkäkatu 33, 20100Turku, Finland, ☎ +358 2 274 3100Bir...
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Corporate Spirit Newsletter 2/2013

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Corporate Spirit Newsletter 2/2013

  1. 1. “The transformation from print to digital hasbeen perhaps the most significant megatrendaffecting our business so far”, JacquelineCuthbert explains. “To survive and evenexceed that, we’ve had to grow and innovatecontinuously. Ways to improve our overallperformance have been developed, and a newkind of win-win culture is being created.”Engaging people has been one of the corner-stones. However, managing a process of thismagnitude in a multinational company thatoperates in a constantly evolving industry isby no means an easy task. For this particularpurpose, Corporate Spirit carried out anextensive employee engagement survey forSanoma Media Group, involving 44 questionsin 12 languages.“We wanted to do our best to engage peoplein our Sanoma way”, Jacqueline Cuthbertexplains the background for the research.“Getting feedback from employees is essentialin winning their hearts and minds – as islistening and acting upon what they say. InSanoma’s case, the survey also helped us to getvaluable insight from both our strengths andimprovement areas.”As part of Sanoma’s effort to win those heartsand minds – and to help employees adoptthe Sanoma way –  the company launchedits new vision and values. Their contents andmeaning were explained and discussed toensure that everyone would understand thereasons behind the direction the companywas heading to.According to Jacqueline Cuthbert, an employeeengagement survey is essential for any companywanting to become a high performanceorganisation. Furthermore, utilising the surveyin a way that makes the most of gathered dataneeds to be the entire company’s responsibility.Especially when a significant cultural changeneeds to be established – as in Sanoma’s case –the managers need to be held accountable forturning results into tangible action.“To be able to help the organisation improveits performance, employee engagement surveyresults need to be anchored into the management’sincentives”, Jacqueline Cuthbert emphasises.The achieved response rate of 75 % is a clearsign of high engagement level at SanomaMedia Group. People are committed andmotivated to express their opinions in aconstructive way to be able to contributeto the organisation’s overall performance.The progress is now being tracked on agroup-wide level, and the results are beingdiscussed in quarterly reviews, along withfinancial results. According to JacquelineCuthbert, the transformation is on a goodrun, and the road towards that winningculture is open. Then again, the journey hasjust begun – a new survey has been bookedfor the autumn of 2013!Sanoma inspires, informs and connectsSanoma is a leading European group focusing on consumermediaandlearning,andonbringinginformation,experiences,education and entertainment to millions of people every day.Employing over 10,000 professionals in six strategic businessunits, the group’s net sales totalled EUR 2.4 billion in 2012.Corporate Spirit CS Ltd | HR Intelligence to support business success. | 2/2013“With engaged employeeschange is a new opportunityto flourish”Jacqueline Cuthbert, Chief HR & Communications Officer, Sanoma Media GroupOperating at the forefront of the constantly evolving media industry, Sanoma Media Group has recently gone through significant changes. According toChief HR & Communications Officer Jacqueline Cuthbert, Sanoma makes every effort to turn these changes into opportunities to further strengthenone of the company’s core advantages: engaged people who are committed to reach the common goals.
  2. 2. EMPLOYEE ENGAGEMENTToday’s demands for employees to succeedin high-performing organisations requireconstant setting of targets and reviewingachievement. How do organisations in turnfoster engagement – the will and the abilityto exceed expectations?Now, I’ve been around.I’ve worked for about ten different companies.I’ve had close to twenty bosses and I’vehad dozens of people reporting to me. I’vebeen able to observe what does and doesn’tmake me and my co-workers tick. It’s notrocket science or brain surgery, but ratherstraightforward, really.It’s the little things.It’s about daily recognition and concern – asimple “thank you” or “how are you” everynow and then, keeping mutual deadlines orasking for a helping hand. It’s the knowledgethat I have the tools, the time and the mentalsupport of my colleagues to do my job well.In short, it’s fostering common courtesy andcommon sense for the common good.It’s also the big things.It’s about continuity and direction –affirmation of the reason I’m doing my job,and the link of my role to the vision andstrategy of my organisation. It’s also aboutthe state of leadership: Creating commitmentby setting an example, keeping promises andcommunicating success. When that works,employees follow suit.I’ve been at my most content in organisationsthat have respected the mutual agreementof giving and receiving. Commitment andengagement are two-way streets, and whenthe traffic flows in both directions, theprerequisites for outstanding performanceculture are there to be employed.EXCHANGEECONOMYHR PLANNING CYCLEEDITORIALTheOptimalFrequencyofHRDInitiativesMari Kaarnavaara-PuutioCommunications ManagerCompanies with fast growth or major changes oftenwant to complement their annual engagement surveywith light pulse surveys. Those characterised by a morestable business environment sometimes favour longerintervals. However, almost two-thirds of all companiesconduct their HRD initiatives on an annual basis – and fora good reason.HRD initiatives are an integral part of acompany’s management systems. Nearlyall of those systems, such as performanceappraisals, work on an annual basis. To makethe most of soft people metrics in differentsystems such as Balanced Scorecard orleadership targets, an annual input that takesplace preferably at the same time everyyear is clearly the most efficient. Regularcollection of feedback makes it possibleto create an organisation culture that usesfeedback actively to be able to learn, developand grow. To sum up, a systematic annualcycle builds a solid platform for the efficientutilisation of results.Furthermore, cost savings in communication,planning and running the survey can be bestachieved with annual initiatives as mostemployees are familiar with the proceduresand know what to expect. Repetitivenessalso creates motivation as managersunderstand they can’t forget about thecritical results – since they’re bound toappear again next year.The entire survey/assessment process shouldbe planned in a professional way, utilisingavailable experience and knowledge frombest practices. Together, the customer andthe supplier can compress the processtime from planning to implementation invarious ways:• The planning and survey preparationphase can be kept short with efficientplanning and organisation mapping tools• No extra time for data collection will beneeded for units with low response rates,as they can be handled during the processwith a good online data collection monitor• The survey company minimises the timebetween the end of data collection andfinalised reporting• The customer has complete confidenceon the date when the survey reporting willbe ready. The first meetings to act on theresults can be pre-scheduled.• The schedules for communicating andhandling the results are made well beforethe reports are ready.• The processing times for reporting, actionplanning, action implementation andfollow-up are kept short.When the entire process of annual HRDinitiatives is professionally planned andimplemented, employee engagement surveys,360° assessments and performance appraisalscan all build on each other. This way, they allcontribute efficiently to enhancing leadership,engagement and profitability.
  3. 3. HR PLANNING CYCLEJanuaryDecemberJulyBusiness planning helps organisations make better use of their resourcesIn today’s environment of complexity,challenge and competition, it’s onlythe consistent, focused and efficientorganisations that can survive. Ensuringthat the activities of everyone in theorganisation are properly connected tothe needs of the business is an importantingredient of success.Dr Richard Plenty has over 25 years ofexperience in examining the relationshipbetween business planning and organisationalperformance. According to him the abilityto connect HR to overall business strategyis in fact the key to both business successand successful people engagement. Byadopting a systematic annual process, thelink between what people do and what theoverall business needs remains clear at alltimes.“Business strategy is ultimately implementedthrough the efforts and the know-how ofemployees. An effective process ensures there isa clear ‘line of sight’ between what the businessis trying to do and individual objectives”,Richard Plenty emphasises.When the process is carried out on aregular, systematic basis it creates the idealenvironment for a learning organisation.Expectations are set and met, habits areformed, good performance recognised andrewarded. It’s about aligning employees sothat they’re going to the same direction.An annual business planning cycle helpsimprove motivation and engagement asemployees realise how they are able tocontribute to the organisation’s goals. At thesame time, development programmes canbe efficiently aligned, creating opportunitiesfor both sales increase and cost reduction.Any organisation that introduces such anannual performance management process ina systematic way is likely to see improvementsin both productivity and profitability.As every employee is aware of both personaland organisational goals – as well as of theavailable means to achieve them – strategycan be efficiently executed. To ensure thateveryone is pulling to the same direction,regular monitoring is required.This takes placein the context of overall business performanceevaluation.Richard Plenty points out that successfulperformance evaluation depends onencouraging good dialogue betweenemployees and their supervisors at all levelsof the organisation. “Having meaningfuland relevant targets in place helps theseperformanceconversationstobemoreobjectiveand useful as part of an effective performancemanagement system.”According to Richard Plenty, a well-plannedand implemented business planning processprovides a straightforward way of translatingstrategy into action.Reviewingand rewardingperformanceMonitoring andcommunicating progress,giving feedback andadjusting performanceBusiness planning andthe setting of strategicobjectivesTranslating strategicbusiness objectivesinto departmental andindividual goals and targetsPlanningtheNext CycleActionImplementing360°assessmentsActionPlanningPerformanceAppraisalsEmployeeEngagementSurveyPersonal ActionPlanning &Implementing
  4. 4. Valkjärventie 7 A, 02130 Espoo, Finland, ☎ +358 9 452 0730Läntinen Pitkäkatu 33, 20100Turku, Finland, ☎ +358 2 274 3100Birger Jarlsgatan 2, 5 tr, 114 34 Stockholm, Sweden, ☎ + 46 8 505 65 171Dronning Eufemias Gate 16, 0191 Oslo, Norway, ☎ +47 2 389 888020 Broadwick Street, Soho,W1F 8HT, London, UK, ☎ +44 870 366 93 35 employee surveys 360°assessments managementteam assessments solutions for utilisingthe surveys and assessmentswww.corporatespirit.euEditor-in-chief:JukkaPohjola | Editor:MariKaarnavaara-Puutio | Layout:MainostoimistoDynastia | Printedby:TEMA-TEAM11116-13 | Circulation:7000CorporateSpiritCSLtdFaces & Places Corporate Spirit has appointed the following specialists:MariannaVäreResearcherEspooMariKaarnavaara-PuutioCommunicationsManagerTurkuNiinaLallukkaProjectAssistantTurkuCorporate Spirit’s traditional Back-to-Basics seminar was held this year in Innopoli’sinspiring setting in Espoo, Finland. A recognised group of speakers shared theirinsights and opinions about trends in talent management and engagement to theaudience of leading HR professionals. Corporate Spirit would like to thank everyonefor participating – we are already looking forward to seeing you at our next seminar!Smiles from the speakers after the conclusion of Back-to-Basics 2013: Chief HR &Communications Officer Jacqueline Cuthbert, Sanoma Oyj, Senior Manager EskoPiekkari, Corporate Spirit, Managing Director Jukka Pohjola, Corporate Spirit, SeniorConsultant Soile Brushane, Corporate Spirit, Country Manager Helena Fernström,Corporate Spirit and Dr. Richard Plenty, This Is ... Ltd.Corporate Spirit’s new website is up and running – and available to everyone atwww.corporatespirit.eu. To make the user experience even more enjoyable,this version features a bit lighter and fresher appearance combined with accuratehighlights on the knowledge and experience of a true expert organisation. Articles,observations, ideas and developments – everything you need to know about HRintelligence in a convenient, yet comprehensive package.Corporate Spirit would like to wish its customers and cooperation partners a relaxingand highly empowering summer! Most of us taking it a bit easier in July, we’ll beback in business and running at full gear again in August.HRprofessionalsgatheredatCorporateSpirit’sspringseminarCorporateSpiritlaunchesitsnewwebsiteHooray!It’saholiday!

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