1. konferenca o zavzetosti, 30.9.2014

1. Zavzetost v Danfoss Controls
Mitja Praprotnik, Senior Director Operations
Bojana Zupanič, HR Business Partner
Konferenca o zavzetosti – 30. 9.
2014
1

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 + 387 bcw)
• Zavzetost 89
• 54% gorečih zagovornikov (fiery advocates)

3. Model zavzetosti (Ennova)
| 3

4. Rezultati
>85
| 4
89
Zavzetos
t
54%
Gorečih
zagovornikov

5. Ključni vzvodi
1. Odličnost pri osnovah
vodenja
2. Medfunkcijsko sodelovanje
3. Komunikacija pred

6. 1. ODLIČNOST PRI OSNOVAH
VODENJA

7. Performance Management
je osnova vodenja zaposlenih
Redni
pregledi
uspešnosti
Jasnost
usmeritve
Performan
ce
feedback
Vodja vodje
prevzame
odgovornost
za proces
postavljanja in
razčlenjevanj
Nagrajevanj a ciljev
e
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
Plača in njeni dvigi so
odvisni od
uspešnosti
Če dosežemo ali
presežemo naše
cilje, dobimo dodatni
bonus
Odkrit in pošten, še
posebej, ko gre za
nizko uspešnost
2x letno ocenjujemo
vodje, kako dobro
opravljajo proces
Performance mngt
VZPOSTAVITEV AMBICIOZNIH PRIČAKOVANJ
Načelo stalnega izboljševanja

8. Kako Performance Management
vpliva na delovno okolje?
8
• 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:
1. Predstavitev raziskave: zakaj, kako in kaj
2. Model
3. Zavzetost & Goreči zagovorniki
4. Izboljšave delovnega okolja
5. Naši cilji
6. 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
| 14

15. Konferenca o zavzetosti – 30. 9.
2014
15
Mitja Praprotnik,
mitja.praprotnik@danfoss.com
Bojana Zupanič,
bojana.zupanic@danfoss.com

16. Priloga:
Aktivnosti za izboljšanje delovnega okolja
Iz prezentacije za vodje in zaposlene
16 Konferenca o zavzetosti – 30. 9. 2014
16 |

17. 4. Improvements of the Workplace
Reputation
• Danfoss has a good image
• I am proud to tell other
• People outside Danfoss
• Danfoss is an ethical
17 |
 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
people where I work
Communication
consider Co-it operation
to be a good
place to work
Working conditions/Daily work
Influence
company
Compensation and reward
Professional and personal
development
WORKPLACE

18. 4. Improvements of the Workplace
Management
• The management of the
• The management of the
• The management of the
18 |
 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
company Management
makes the right
decisions
Immediate manager
Communication
company openly informs
employees about the
Co-operation
overall direction of the
company
Working conditions/Daily work
Influence
company is trustworthy
Compensation and reward
Professional and personal
development
WORKPLACE

19. 4. Improvements of the Workplace
Immediate manager
• My immediate manager
• My immediate manager
• My immediate manager
• My immediate manager
19 |
 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)
 …
has good professional skills
Reputation
Management
has good leadership
competences
Immediate
manager
enables me to perform well
and achieve ambitious
results
Communication
Co-operation
inspires and encourages
me
Working conditions/Daily work
Influence
Compensation and reward
Professional and WORK pePrsoLnaAl dCevEelopment

20. 4. Improvements of the Workplace
Communication
• I clearly understand the
• I am well-informed about
• The goals of our
20 |
 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
overall strategy of the
company
Immediate manager
Communication
what is happening in the
organisation
Co-operation
Working conditions/Daily work
department are clear to me
Influence
Compensation and reward
Professional and personal
development1
WORKPLACE

21. 4. Improvements of the Workplace
Co-operation
• The professional co-operation
• The social relations and
• In my unit we help each
21 |
 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
with my
colleagues
Immediate manager
Communication
interactions with my
colleagues Co-operation
at Danfoss
Working conditions/Daily work
Influence
other
Compensation and reward
Professional and personal
development
WORKPLACE

22. 4. Improvements of the Workplace
Working conditions / daily work
• The physical working
• My work tasks and job
• My work tasks present me
• My day-to-day work gives
• I know what is expected of
• I can see how my work
22 |
 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
 …
environment at my place of
work
Reputation
Management
content are meaningful to
me
Immediate
manager
with appropriate challenges
Communication
me the amount of variation
that I desire
Co-operation
Working conditions/Daily work
me in my daily work
Influence
contributes to the results of
the Compensation company
and reward
Professional and WORK pePrsoLnaAl dCevEelopment
• I feel good about the
workload in my job

23. 4. Improvements of the Workplace
Influence
• I am encouraged to bring
• I am able to influence the
• I feel that my ideas and
23 |
 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
forward new ideas and
opinions
Immediate manager
Communication
way I carry out my work
Co-operation
Working conditions/Daily work
opinions are taken into
consideration
Influence
Compensation and reward
Professional and personal
development
WORKPLACE

24. 4. Improvements of the Workplace
Compensation and reward
• My salary compared to
• My benefits compared to
• There is a fair balance
• My job security
24 |
 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
what I could get in a
similar Immediate position manager
elsewhere
Communication
what I could get in a
similar position Co-operation
elsewhere
Working conditions/Daily work
between my performance
Influence
and the rewards I receive
Compensation and reward
Professional and personal
development
WORKPLACE

25. 4. Improvements of the Workplace
Professional and personal development
• My opportunities for
• The attention given to my
• My competences develop
• The annual Employee
25 |
 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
professional Management
and personal
development
Immediate manager
professional Communication
and personal
development
Co-operation
Working conditions/Daily work
continually in my present
job
Influence
Compensation and reward
Development Dialogue with
my manager is meaningful
Professional and personal
development
WORKPLACE
*as a rule we only evaluate leaders up to level 6