Reebok 2011 Annual Report Download - page 105

adidas Group
2011 Annual Report
GROUP MANAGEMENT REPORT – OUR GROUP
101
2011
02.7 Employees
Employees
Becoming the global leader in the sporting goods industry depends upon the potential, dedication,
knowledge and performance of our employees and the excellence of our leaders. Therefore, we foster
a corporate culture of performance, passion, integrity and diversity, as we are convinced this is crucial
to stimulate innovation, team spirit and engagement.
02.7
Engagement drives performance
We believe that employee satisfaction drives commitment,
commitment drives engagement, and engagement drives business
performance. Consequently, we have defined engagement as one of
our Group’s key performance indicators for measuring our efforts to
sustain a “performance culture”. To capture employee perceptions,
we carry out formal engagement surveys to evaluate our position as
the employer of choice for our employees and to provide a framework
for benchmarking.
In 2010, we conducted the first Group-wide employee engagement
survey. We achieved an outstanding participation rate of 90% and
an engagement score which places us close to the top-performing
organisations within the consumer goods industry. This score
was underpinned by our employees’ high level of confidence in our
senior leaders, their perception of clarity concerning the Group’s
strategic direction, as well as an open and constructive work climate.
Areas for further improvement identified by employees included
career develop ment and transparency, availability of IT tools, and
perform ance recognition.
Our senior leaders are responsible for, and committed to, increasing
the engagement scores. As in previous years, based upon the feedback
received, Results-to-Action teams were established to drive initia-
tives to enhance the Group’s performance. In 2011, the focus of our
Results-to-Action initiative was to maintain our top-scoring areas and
improve upon areas of weakness. Since implementing the Results-
to-Action teams, we have action plans in over 83% of the organi-
sation. This means in more than four out of five adidas Group teams
our managers are evaluating their engagement scores and working
with their employees to improve the engagement within their teams.
The adidas Group also took action at a global and strategic level,
focusing on areas such as workspace, collaboration and knowledge
management, employee careers, work-life integration and more.
Results-to-Action is becoming a way of working for the adidas Group.
In 2012, some functions of the adidas Group will conduct a pulse check
survey to review the impacts of our actions. In 2013, we will conduct
our next global employee engagement survey across the adidas Group.
Three-pillar Human Resources strategy
We strive to have the right team in place by focusing our activities on the imple-
mentation and execution of our Group’s Human Resources strategy, which is
based upon three pillars:
– Creating a working environment that stimulates team spirit, passion,
engagement and achievement
SEE “ENGAGEMENT DRIVES PERFORMANCE”, P. 101
SEE “INTERNAL COMMUNICATION ACTIVITIES TO DRIVE EMPLOYEE ENGAGEMENT”, P. 103
– Expanding our performance culture based upon strong leadership
SEE “ENABLING EMPLOYEES TO REACH THEIR PERSONAL BEST”, P. 101
SEE “PERFORMANCE-DRIVEN REMUNERATION SYSTEM”, P. 103
SEE “CREATING AN ATTRACTIVE WORK ENVIRONMENT”, P. 104
– Being an “employer of choice”
Measures taken in order to implement our strategy are explained in the text
sections referred to above.
Enabling employees to reach their personal best
To reach their personal best, our Group employees are offered a wide
variety of training and development opportunities, building on their
strengths, improving their skills and overcoming their own challenges.
Our highest priority is to match individual employee aspirations with
our organisational needs. The framework for all development activ-
ities is set by the adidas Group Competency Model. Detailed out for all
hierarchy levels, it ensures consistent and transparent performance,
talent and career/succession management DIAGRAM 01 .
Performance management: Our global Performance Evaluation and
Planning tool (PEP) is the cornerstone of performance management
at the adidas Group. Based on business targets as well as job tasks
and competencies, each employee is evaluated and receives feedback
at least once a year. Building on defined development goals, we offer
and support our employees with targeted development activities both
on- and off-the-job. Today, PEP is consistently used in all business
units of the adidas Group. The online version has a coverage of 76%
Group-wide. The target for 2012 is to reach an online coverage of 96%.