engineering. tomorrow. together.

August 2016CT

engineering. tomorrow. together.engineering. tomorrow. together.

Two years ago, when thyssenkrupp called on employees to take part in the Group-wide employee survey, turnout in the Business Area Components Technology was impressive: Some 77 percent of around 30,000 employees

shared their opinion online or by filling out the survey in paper form. The follow-up process has been in full swing ever since. Over 2,400 measures have been created to improve day-to-day work at the various facilities – of these, 80 percent have already been implemented by Business Units and Operating Units at locations around the world.

A matter of communicationResponses to the survey shed light on a number of issues – for example, the relationship between employees and their direct supervisors in the BA needed improvement. This led to the development of a number of measures to optimize cooperation within various departments and teams. Executive Board member and Chief Human Resources Officer Kerstin Ney adds that a number of workshops have also been held to this end. “It’s often a matter of raising awareness and encouraging communication between supervisors and employees. This lets them work better with one another,” Ney says.

In keeping with that approach, employees

Getting killer whales to jump

The most important feedback we got from the last employee survey revolved around the issue of communication, which we’ve been engaging

with by means of in-depth workshops. There are many opportunities to create new channels of communication. We also need to facilitate more feedback meetings with supervisors. Here at Campo Limpo, we’ve implemented our own initiatives, and I’m convinced that they’ve led to improvements. I hope that our employees feel the same way, and that they’ll indicate that in their responses to the survey.”

Marcio de AndradeHead of Human Resources BU Forging & Machining, Campo Limpo

working in Business Unit Bearings in Visano, northern Italy, developed a measure that promotes communication. During a workshop that the BU held on the employee survey, employees said that they were often criticized for errors, but rarely praised for good performance. This feedback style led employees to believe that their supervisors weren’t interested in their performance, which created a divide between supervisors and employees.

The prevailing mood within the BU was negative. Instead of feeling motivated, employees felt frustrated. At that time, there still wasn’t any standard feedback procedure in place for immediate supervisors and their employees.To address this issue, the BU’s management and staff worked together to develop measures for a communication culture that would motivate employees and inspire them to aim for high performance. The BU started by seeking external assistance:

All managers were asked to familiarize themselves with the contents of “Whale Done!,” a book by motivational expert Ken Blanchard. “Whale Done!” describes how to maximize employee performance, using the training of killer whales as an example. Blanchard, who runs an international management consultancy, found that the same things that make killer whales jump through hoops

also motivate people to do their best: praise and recognition. Employees need to hear someone say “Well done!”

The second step of the BU’s approach involved creating a checklist that covers topics such as security, quality, improvements, and so on. Management worked together with employees to put together a standardized list of the types of behavior that needed to be praised (which they called “well-dones”). Now, managers are called upon to name at least one well-done per team meeting.

For the employees, this represents a step in the right direction, although there’s a lot to be done to transform the company culture. Management also praises this progress: Employees are now much more motivated and connected with their supervisors.

Progress for employeesNow it’s time to see if responses to the upcoming survey will confirm this success, and whether employees feel that progress has been made. The coordinators have done their homework, and the preparations are nearly complete. All that’s left is for employees at the CT locations to be ersuaded to take part again this time around. After all, no matter which workplace they’re employed at, their opinions count.

In my opinion, the 2014 employee survey was a very successful global project. As far as the upcoming survey goes, I

hope that you will consider our management with the importance it deserves, recognize the opportunities that the survey opens up, and make sure that employees can take advantage of these opportunities.”

Karin Aebi HolmesInternational HR ManagementBU Steering, Eschen

The last employee survey revealed that we had to drastically improve our management style – emplo-yees explained that they didn’t have enough trust in

management, and that they wanted more opportunities to communicate with managers. We hope responses to the new survey will confi rm that all the diff erent improvements we’ve

since implemented have paid off . First of all, though, we hope a lot of employees will take part.”

Davide MusacciHuman Resources & OrganizationBU Undercarriages, Copparo

Last time around, a great many of our employees took part in the survey. This year, the challenge will be to encourage a similarly

positive turnout. The responses to the 2014 survey let me recognize the enormous amount of potential that our employees have, which greatly infl uenced my work as a coordinator. I’m excited to see what they have to say about the measures we’ve implemented since then. Communication is a key topic this time, too, and I hope that our ongoing improvements in that area will continue.”

Heiko LangscheidHead of Management DevelopmentBU Bearings, Dortmund

employees took part in the survey. This year, the

positive turnout. The responses to the 2014 survey let me recognize the enormous amount of potential that our employees have, which greatly infl uenced my work as a coordinator. I’m excited to see what they have to say about the measures we’ve implemented since then. Communication is a key topic this time, too, and I hope that our ongoing improvements in that area will

The last employee survey revealed that we had to drastically improve our management style – emplo-yees explained that they didn’t have enough trust in

management, and that they wanted more opportunities to communicate with managers. We hope responses to the new survey will confi rm that all the diff erent improvements we’ve

since implemented have paid off . First of all, though, we hope a lot of employees will take part.”

Davide MusacciHuman Resources & OrganizationBU Undercarriages, Copparo

last employee survey revolved around the issue of communication, which we’ve been engaging

with by means of in-depth workshops. There are many opportunities to create new channels of communication. We also need to facilitate more feedback meetings with supervisors. Here at Campo Limpo, we’ve implemented our own initiatives, and I’m convinced that they’ve led to improvements. I hope that our employees feel the same way, and that they’ll indicate that in their responses to

BU Steering, Eschen

At Bearings in Visano, measures such as a “praise checklist” set out to improve the Business Area’s Components Technology feedback culture. The employee survey will show if they succeeded.

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2016 employee survey 5–30 September76 questionsKey results available January 2017