Unrestricted Siemens AG 2017

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2 Demographic upheaval Globalization Political turbulences VUCA Omnipresence of digital technology New competitors Urbanization Page 2

3 Who wants change? Page 3 Siemens Bankers Conference 2016 Janina Kugel

4 Who wants to change? Page 4

5 Engagement Why are dialogues key in times of digitalization and transformation? Times of change lower the level of engagement. Addressing issues and agreeing on actions in an open dialogue will help mitigate this effect. Engaged teams navigate changes more confidently and quickly. They are more resilient and can cope with ambiguity and complexity: Open dialogue as shortcut Own graphic representation based on the Kuebler-Ross change curve Time Page 5

6 Our Siemens Global Employee Survey is embedded in a set of tools enabling leaders to shape a dialogue culture Continuous Dialog Every day leadership - Discuss targets and expectations & Provide and listen to feedback How are you today? Organizational Feedback Listen to the organization to identify strengths and weaknesses What are your priorities this week? How can I help you? Siemens Global Employee Survey (SGES) Individual Feedback Listen to networks, peers, direct reports Multi-Source Feedback Upward Feedback One-on-One Feedback Page 6

7 Siemens employee survey is built around employee engagement but tailored along our Ownership Culture approach Effect/ impact on EBIT Improved performance Effect: Engaged employees Changing market environment Disruptive changes of: Technologies Markets and customers Digitalization Working environment VUCA* Need to refocus from internal processes to external disruptive changes Drive Ownership Culture at Siemens Ownership culture 1. Measurement 2. Diagnosis 3. Dialogue Culture 4. Improvement/Change Effect on corporate culture Need for Siemens to change Focus on ownership culture * VUCA is an acronym used to describe or reflect on the volatility, uncertainty, complexity and ambiguity of general conditions and situations Page 7

8 The Siemens Global Employee Survey in 2017 will provide more insights and high transparency for an open dialogue on all levels Objectives: Create a work environment where: - collaboration and trust are key - all employees can contribute to their best ability - people own their jobs and take responsibility Reporting: Reports will be provided online for all teams with at least 6 responses Available to managers and employees at the same time Focus Topics: Elements of our Ownership Culture: - Leadership (e.g. Trust, Recognition, Development) - Behaviors (e.g. Innovation mindset, - People Orientation (e.g. Speak-up, Collaboration) - Values (e.g. Customer focus, Business to society) Other corporate priorities: Health, Safety + Integrity 100% Online: Online access for all employees, questionnaire is mobile enabled and can be completed on smartphones and tablets. Includes bringing almost employees online worldwide from former paper survey to online only Page 8

9 Full transparency of results for employees down to team level will foster a business driven follow-up The follow-up toolbox enables managers and their teams to take ownership for the results, initiate a meaningful dialogue and implement changes in their team environment Facts for Manager Workshop material Action library Moderators Purpose Create engagement awareness and motivate for conducting follow-up workshops Enabling of workshop moderators for a 2 to 4 hour workshop workshop concept for virtual teams Reflecting questions and food for thought for individual questions Facilitation of followup workshops on-site Page 9

10 Who wants to change? Page 10 Siemens Bankers Conference 2016 Janina Kugel