Reebok 2015 Annual Report Download - page 94

GROUP MANAGEMENT REPORT – OUR GROUP
Our People
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03INFO BOX
ONBOARDING
The goal is to support employees in transitioning to new jobs and
locations by developing a central global onboarding experience
that facilitates the new start and fuels passion for our company.
PLANNINGTHE NEXTCAREER STEPS
As our employees look for new career opportunities within our
organisation, we want to be present for them to jointly review
options and discuss and assess individual choices and paths. An
example of this approach in action is the Talent Carousel, a global
programme introduced in 2015 that offers cross-functional and
cross-cultural career experiences to prepare future leaders for
Senior Management positions globally. Through this programme,
20 participants from across the company were placed in a new
role in a different location to their current position for two years.
Learnings and participant feedback of the Talent Carousel
will be used to conceptualise new development and learning
programmes. The initiative also provides an important platform
for us to pilot innovative people approaches before they are
introduced to the larger organisation.
HEALTH ANDWELL-BEING
We are planning to introduce education and upskilling measures
for leaders and employees on health and work-life balance topics
as well as self-assessment and support tools. In addition, we are
aiming to shift to a more global Health Management strategy.
For this project, we will leverage our wide range of company
sports programme offers and facilities at our major sites. Our
employees in Herzogenaurach, Portland and Canton as well as
at other subsidiaries already have access to a company gym and
numerous other sports facilities.
We also made a crucial step towards offering our employees
a greater level of choice and self-determination in their
everyday working life when we opened the Pitch building in
Herzogenaurach in August 2015. Here, we are piloting the
adidas Group’s future workplace concept. Employees are no
longer assigned to dedicated workplaces. Instead, they practise
activity-based working, which means that they can choose from
a multitude of spaces and rooms depending on the task they
need to accomplish. We frequently collect anonymous feedback
and occupancy data – both qualitatively and quantitatively – and
apply the learnings to prepare the global roll-out of the future
workplace concept within our Group. Our aim is to complement
and solidify the philosophy of our workplace concept in the Pitch
building with a mobile working policy in 2016.
NEW HR OPERATING MODELTO SUPPORT
STRATEGY EXECUTION
The launch of ‘Creating the New’ and the People Strategy called
for a re-design of the existing Human Resources organisational
structure to a set-up that best supports strategy execution.
Implementation of the new set-up started in 2015. It improves
collaboration for our Group business functions and enables clear
accountabilities as well as faster and more effective support for
the organisation.
In 2016, our HR team will be trained in additional skills for
the new set-up, such as organisational development, change
management, creating high-performance teams and German
labour law.
STRATEGICWORKFORCE PLANNING
We are aiming to give our HR planning a more strategic focus
to allow fact-based decisions related to hiring, training and site
expansions.
PROJECTS WHICH DRIVE OUR PEOPLE STRATEGY