To find out precisely the extent to which our employees identify with O2, we conduct annual employee surveys, the so-called »Reflect O2« surveys
The 2008 international Reflect survey boasted 88 percent staff participation, with employee satisfaction reaching an index value of 79 out of a total of 100 points. This proves that we improved by six points over the previous year's Reflect results and have far surpassed our expectations. By international O2 standards, we actually come in first place. Following a drop between 2006 and 2007, it was made evident by this good result that O2's employees are again feeling a strong bond with their company and are highly motivated to dedicate themselves to the success of O2 beyond what is required of them.
(NEW DIAGRAM: see figures below)
The 2008 international Reflect survey boasted 88 percent staff participation, with employee satisfaction reaching an index value of 79 out of a total of 100 points. This proves that we improved by six points over the previous year's Reflect results and have far surpassed our expectations. By international O2 standards, we actually come in first place. Following a drop between 2006 and 2007, it was made evident by this good result that O2's employees are again feeling a strong bond with their company and are highly motivated to dedicate themselves to the success of O2 beyond what is required of them.
(NEW DIAGRAM: see figures below)
What we are working on now is to make sure that our executive staff will base their actions on the findings deducted from these surveys to an even greater degree than before. All Reflect-based measures are collected via an international intranet platform, the so-called »Action Planning Tool«, and are now transparently accessible to everyone in the O2 team.
To further increase employee satisfaction, we are actively working to improve our identified weaknesses and to counteract them by well-targeted measures: even back in December 2007, we created the People Promise Program to find out what makes O2 a nice place to work at for its employees. We used the helpful suggestions received from our employees during the interviews to formulate six promises to our staff which we have been actively communicating.
In 2008, we also started our first activities to propel us back among the ten best employers in Germany. For example, we established joint breakfast meetings and other forums for communication between employees and management and offered People Promise workshops for managers. The new alignment of our development programs gives our employees a simple and transparent overview of national and international career opportunities. Standardised best-practice leadership is measured by an annual 360° feedback for all executive staff, likewise leadership goals. And our success has proved us right: in February 2009, we learned that in the annual Great Place to Work® competition for Germany we came in third place in the category of companies with a staff of over 5,000.
And even on a small scale we are continuously doing our best to make working for O2 as pleasant as possible for the people, i.e. by setting up water dispensers at the call centres or by establishing recreation and meeting areas at the individual locations.
To further increase employee satisfaction, we are actively working to improve our identified weaknesses and to counteract them by well-targeted measures: even back in December 2007, we created the People Promise Program to find out what makes O2 a nice place to work at for its employees. We used the helpful suggestions received from our employees during the interviews to formulate six promises to our staff which we have been actively communicating.
In 2008, we also started our first activities to propel us back among the ten best employers in Germany. For example, we established joint breakfast meetings and other forums for communication between employees and management and offered People Promise workshops for managers. The new alignment of our development programs gives our employees a simple and transparent overview of national and international career opportunities. Standardised best-practice leadership is measured by an annual 360° feedback for all executive staff, likewise leadership goals. And our success has proved us right: in February 2009, we learned that in the annual Great Place to Work® competition for Germany we came in third place in the category of companies with a staff of over 5,000.
And even on a small scale we are continuously doing our best to make working for O2 as pleasant as possible for the people, i.e. by setting up water dispensers at the call centres or by establishing recreation and meeting areas at the individual locations.
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