Reebok 2008 Annual Report Download - page 75

adidas Group Annual Report 2008 071
Engagement drives performance
We believe that engagement drives performance. Therefore it
is important for us to collect regular employee feedback. To
measure engagement we carry out engagement surveys which
enable us to maintain a regular dialogue with our employees,
evaluate our progress internally and also to benchmark our-
selves externally. The employee survey system was developed
and rolled out with Hewitt Associates, a leading human
resources consulting company. It has a standardised approach
with consistent methodology and defi nition of employee
engagement and is aligned with our strategic pillars. In 2008,
we conducted engagement surveys in most business units
around the globe and are now in the process of translating
the feedback into action. In 2010 we plan our fi rst truly global
survey to measure our progress.
Internal communication activities further enhanced
To foster employee engagement, we offer our employees the
opportunity to exchange ideas directly with senior manage-
ment and raise questions via our intranet (through our “Ask
the Management” application). In addition, we regularly hold
all-employee meetings at our major locations around the world
where our staff have the opportunity to openly share their
views with senior management and gain an overview of cur-
rent and future business developments. The last one in 2008
took place at the adidas Group Headquarters in Herzogen-
aurach in December and was broadcast to all our employees
worldwide via the intranet. To continuously strengthen com-
munication with our employees, we are further aligning and
consolidating internal communication tools across all regions
and brands, for example through an electronic and interactive
version of our employee magazine.
Fit for today and tomorrow
To reach their personal best, our Group’s employees need a
training plan to build on their strengths, improve their tech-
nique and overcome their own challenges. In this process,
joining individual aspirations to our organisational needs is
the highest priority. Our “Competency Model” clearly defi nes
a set of competencies to ensure consistent and transparent
performance and talent management. It is our goal to support
our employees in delivering their best performance by focusing
our efforts on three key success drivers.
— Leadership Excellence: We believe that leaders should act
as role models. In addition to gearing all activities towards the
success of the adidas Group in the marketplace, leaders have a
central role in actively shaping the Group’s corporate culture.
— Performance Management: Through our global PEP
(Performance Evaluation and Planning) tool we not only aim to
measure our employees against the required competencies of
their job level and their performance, but also to set individual
business targets and plan appropriate training and develop-
ment activities as necessary. We offer targeted training under
our Fit for Today programme (e.g. basic skills training or
business coaching) for both individual and team performance
improvement.
— Talent Management (Fit for Tomorrow): With specifi cally
designed talent management tools and processes, we identify
employees at all levels of our company who have the potential
to become future leaders in our organisation. Actively manag-
ing internal succession contributes to our competitive position
and ensures that we are “fi t for tomorrow”. In order to prepare
employees for new and more complex future roles, they par-
ticipate in targeted development programmes for various levels
within the organisation:
— Executive Development Programme (EDP): A centrally
managed cross-brand and cross-region programme for
employees who show potential for the Executive Level.
— Management Development Programme (MDP): Run
decentrally by our regional Development & Training
teams, this programme is tailored for employees from
different functional areas and brands who show poten-
tial for the management level.
— Business Management Programme (BMP): A 24-month
international cross-functional and cross-brand pro-
gramme aiming at attracting professionals with MBA
degrees and three to fi ve years’ work experience to
prepare them for future management positions within
our Group. At year-end 2008, 7 employees were partici-
pating in the BMP globally (2007: 7).
Success drivers for performance
Leadership
Excellence
Performance
Management
Talent
Management
Actual
Performance
Performance Culture