Measuring, knowing, … acting

to bring about a culture change

From product driven to people driven company

3 years script

2

HR Square 28/11/2014

3

« There are 3 kinds of people :

• Those who let it happen,

• Those who make it happen,

• Those who wonder what happened »

Ronald Reagan, 1911 - 2004

Measuring, knowing … acting

4

The digital customer grabs the power

5

The digital customer grabs the power

6

Finding

Customer behavior is changing: everywhere inspiration & buying

Organizational change MMS

From purchase driven to sales driven

HR MMS Belux

“From a Great Place to Work to a Great Place to Shop”

Organization closer to people (employees & customers)

Mission (≠project)

“Depressing trumpets” vs

“effervescent tablets”

You LOL

�Customer LOL

�You even more LOL

8

Clear definition: Meet ... and exceed expectations !

COMMITTED CO-WORKER DELIGHTED CUSTOMER

YES YES

NO NO

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Clear definition: Meet ... and exceed expectations !

COMMITTED CO-WORKER DELIGHTED CUSTOMER

YES YES

• “I’m willing to make much

more efforts than one can

normally expect from me to

help this company become a

successful endeavor”

• “Exceed the

expectations of the

customer”

• “I tell my friends that this

company is a great

organization to work for”

• “I recommend this store

to my family and friends”

NO NO

• “BWAJA” • “Just satisfied customer”

Integration in strategic focus & goals

Vision Be #1 worldwide in consumer electronics

Mission First choice of customers, co-workers and suppliers

Values Autonomy, Responsibility, Fun

Organization Central as we must, local as we can

Never lower local “best in class” by central initiatives

Focus & goals

10

2011 2012 2013 Goal

GPTW

GPTS/CDI

Sales (net)

EBIT Be

Market share Be

HR dept initiates

& coordinates

11

4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7

2011 2012 2013 2014

Measurement : before and after

12

4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7

2011 2012 2013 2014

Creating vision & priorities

Input store

managers:

Mission &

priorities

13

4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7

2011 2012 2013 2014

Creating vision & priorities

Input store mgrs: Mission

& priorities

= Measuring GPTW/GPTS

4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7

2011 2012 2013 2014

Input store mgrs: Mission

& priorities

Month

Year

Recurrent measuring GPTW/GPTS

14

= Measuring GPTW/GPTS

= Preparing next step

4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7

2011 2012 2013 2014

15

Input store mgrs: Mission

& priorities

‘Employer Value

Proposition’ + GPTW

Month

Year

Before measuring GPTW/GPTS : preparing next steps

15

EVP

= Measuring GPTW/GPTS

= Preparing next step

4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7

2011 2012 2013 2014

16

Input store mgrs: Mission

& priorities

Definition

‘Customer Delight’

‘Employer Value

Proposition’ + GPTW

Stores

37 national expectat°

5 topics

+ possibility for local

Service center

7 expectations per

(sub)department

Get the basics right

Month

Year

16

EVP CDI

Before measuring GPTW/GPTS : preparing next steps

= Measuring GPTW/GPTS

= Preparing next step

4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7

2011 2012 2013 2014

17

Input store mgrs: Mission

& priorities

Definition

‘Customer Delight’

Preperation

‘Get to the Point’

‘Employer Value

Proposition’ + GPTW

Stores

37 national expectat°

5 topics

+ possibility for local

Service center

7 expectations per

(sub)department

Get the basics right

Month

Year

17

EVP CDI GTTP

Before measuring GPTW/GPTS : preparing next steps

= Measuring GPTW/GPTS

= Anchoring, inspiring, acting

= Preparing next step

4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7

2011 2012 2013 2014

Input store mgrs: Mission

& priorities

Month

Year

18

EVP CDI GTTP

Inter measuring GPTW/GPTS : anchoring, inspiring, acting

= Measuring GPTW/GPTS

= Anchoring, inspiring, acting

= Preparing next step

4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7

2011 2012 2013 2014

19

Input store mgrs: Mission

& priorities

Month

Year

Between measurings : Leadership programs on 3 levels

19

EVP CDI GTTP

Store management

‘Take Off’ Days

+ store visits : ACTION

= Measuring GPTW/GPTS

= Anchoring, inspiring, acting

= Preparing next step

4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7

2011 2012 2013 2014

20

Input store mgrs: Mission

& priorities

Month

Year

20

EVP CDI GTTP

Service Center

‘Verandering in Beeld’

Store management

‘Take Off’ Days

+ store visits : ACTION

Between measurings : Leadership programs on 3 levels

= Measuring GPTW/GPTS

= Anchoring, inspiring, acting

= Preparing next step

4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7 8 9 101112 1 2 3 4 5 6 7

2011 2012 2013 2014

21

Input store mgrs: Mission

& priorities

Month

Year

21

EVP CDI GTTP

Department mngt

‘Get to the Point’ Days

Service Center

‘Verandering in Beeld’

Store management

‘Take Off’ Days

+ store visits : ACTION

Between measurings : Leadership programs on 3 levels

22

Support to people GPTW/GPTS

Coaching & learning (examples)

e-learning

Support to people GPTW/GPTS

Internal communication

..\..\Communication\Employer

branding\Films\Corporate HR film\FRENCH

Employer Branding Film Media Markt Final

v3.0.wmv

24

Working environment

CSRFair remuneration

Recognition & unique

benefits

Remuneration model

linked to jobmapping &

performance

Social rooms

Performance management GPTW/GPTS

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Logbook per store

• GPTW + GPTS results

• Lighthouse

• P&L

• Organogram

• Action plans (min-max)

Sourcing GPTW/GPTS

Jobdays : “Hire the right attitude, train the skills”

26

GPTW/GPTS

Local action plans & best practices

• Drive action plans in ALL stores

• give individual feedback (store results + toolbox) 2*/year

• share best practices

• envision

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Did we succeed so farto bring about the culture & organizational change ?

Check the figures

28

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GPTW

2013 2012 2011

MMS Top 10

>500p

Cy

>1000p

MMS Top 10

>500p

Cy

>1000p

MMS Top 10

>500p

Cy

>1000p

Credebility

Respect

Fairness

Pride

Camaraderie

Overall

Average29

30

GPTW : results per function

Net Delight index

Gemiddelde performantie per cluster

GPTW/GPTS

Customer satisfaction per cluster 2014/2013 – 3*People

People Choice/assortment Products Organization Information

32

GPTW/GPTS

spontaneous recommendation + purchase intention

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80,6% of customers

recommends MMS

spontaneously 2014,

versus 77,4% in 2013.

95,6% will buy ≥ in

future at MMS in 2014,

versus 94 % in 2013.

4,5%

18,0%

3,8%

18,3%

55,3%

2,8%

16,6%

6,0%

22,0%

52,6%

Neen, en ik zou dit ook nooit

spontaan doen

Neen, maar ik zou dit wel doen

indien iemand mij raad vraagt

Neen, maar ik zal dit in de

toekomst zeker spontaan doen

Ja, één keer spontaan

Ja, zelfs meer dan één keer

spontaan

2014 2013

The Wheel of Fortune :

Correlations 2013 & 2012

120%

90%

50%

70%

60%

80%

-0,30%

-0,10%

0,30%

-2%

0%

2%

4%

6%

3,2%

3,4%

3,8%

3,6%

4%

-2% -0,5% +1% 2,5% 4%3,9 4,354,2 4,54,05

85%

-20%%

15%

50%

12%11%

10%

9%

8%

GPTW

Productivity

evolution 12 m

Yearly sales

evolution 12 m

Profit

evolution 12 m

Profit %

evolution 12 m

Absences

Seniority

Voluntary

Personnel

turnover

340,50%

0,10%

Impossible is nothing

Questions ?

35

"Impossible is just a big word thrown around by small men who find it easier to live in the

world they've been given than to explore the power they have to change it. Impossible is

not a fact. It's an opinion. Impossible is not a declaration. It's a dare. Impossible is potential.

Impossible is temporary. Impossible is nothing.“ -- Muhammed Ali

CASE “werklastmeting”

“Leden komen vooral langs voor problemen met hun werkgever”

Christophe BoribonKlachtenbehandelaar, Brussel

“De vakbond van vandaag en morgen”

� Maatschappelijke tendensen

� Studie HIVA

� Zonale werking; “onze pittige toekomst”◦ Dienstverlening

◦ Personeelsomkadering en -bezetting

� ACV visie werken

� Ons verhaal van werklastmeting

� De groene draad

� Werken aan werkbaar werk

� Minimaliseren van werkstress

� Werkplezier

� Leermogelijkheden

� Balans werk-privé

� Het huis van werkvermogen

… gaan in interactie.

WerkvermogenWerkvermogenWerkvermogenWerkvermogen

46

� Project werklastmeting◦ Waarom wel?

� Stress & burn-out (CBPW)

� Personeelsbezetting en -behoefteplanning

� Werkprocessen en kwalitatieve dienstverlening

� Op maat gemaakte begeleiding van het personeel

= investering in organisatieontwikkeling en

personeelsbeleid

� Mét aandacht voor onze leeftijdspiramide!

N = 125

0

5

10

15

20

25

25-29 30-34 35-39 40-44 45-49 50-54 55-59

46

13

811

14112

13

10

129

10

2

man vrouw

◦ Wat is het niet?

� Individuen viseren

� Controleren

� Tot in de puntjes uniformiseren

� Afbouwen vs. ongelimiteerd aanwerven

� Luister naar de mensen op de werkvloer

� Expertise in huis brengen

� Communicatie - Personeelsvergadering

� Representatieve werkgroep (mét leden van

SD) van “ambassadeurs”

“Het is zeker waardevol om met mensen uit verschillende zones samen te zitten om

hetzelfde proces te bekijken en te bepreken, zonder dat alle procedures tot in de puntjes

uniform moeten worden.”

Concrete afspraken� Drie functiehouders per functie:

� Zelfanalyse o.b.v. functiebeschrijving + vragen

� Diepte-IV

“Welke is uw huidige tijdsbesteding voor de hoofdtaken uit de functiebeschrijving (%)?”

“Zijn er taken die in uw huidige functieomschrijving ontbreken én die een belangrijke impact hebben op uw tijdsbesteding?”

Concrete afspraken

� Proces-analyse en terugkoppeling

� Registratieformulier (TTA) met WG als piloot

� Effectieve registratie met 8 functiehouders

� Proces afleggen t.o.v. resultaten meting; data-analyse

! Permanent systematische communicatie naar personeel over vooruitgang

� Wat ons nog te wachten staat…

◦ Van kwalitatieve naar kwantitatieve meting

◦ Van descriptieve naar predictieve analyse

◦ Waken over “iets doen met de resultaten”

� Sociaal overleg = onderdeel HRM

� Betrokkenheid verhogen is WIN-WIN

� Erken mensen in functie & ervaring

� Ruimte voor “couleur locale”