CWT Responsible Business Report 2012 - Carlson Wagonlit Travel

More documents

Recommendations

Info

ContentsChapter 4 - Human Resources 2012 Responsible Business Report -Chapter 4CWT core valuesCommunication,employee dialogue andemployee engagementDiversity andequal opportunityProviding a consistentframework for communicationCWT’s approach to communication is based on consistentcommunication practices throughout the company via a networkof communicators and direct communication to employee groups,to ensure all employees have an appropriate level of knowledgeof CWT, its business and industry.The framework provides multiple information channels for employees whileproviding managers with content and tools for meaningful dialogues withemployees. The company’s annual employee engagement survey and itsevolving array of internet tools and actions further contribute toward creatingcoherent, consistent communication.Communication trainingThe company is launching classroom or online training sessionsand best practice sharing for people managers to ensure that theyhave a minimum of training on how to be effective communicatorsin a global environment, often with geographically dispersedteams.Communication training focuses on such topics as communication principles,gap analysis, building a communication plan, communicating in a global andgeographically dispersed environment and practical guidelines for effectivecommunication. Managers are expected to create and execute an annualcommunication plan for members of their teams.Talent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balanceKey 2012 achievementsGlobal Leadership Conference to ensuring cascade of key strategicmessagesLaunch of New Heights 2015 strategic plan with widespreadcommunication reaching all levels of the organizationQuarterly Leadership Calls for top 400 CWT leadersMonthly manager-specific outreach – NEXUS - launchedManager-specific social media platform (NEXUS group in Yammer)Ongoing education and best practice sharing through YammerEmployee voicethrough social mediaIn a global, highly matrix organization such as CWT, it is important tofoster ‘the personal connection’ with the company’s goals. The moreemployees feel connected to strategic goals, the more likely they areto actively participate and prioritize those goals. Face-to-face meetingsare the best way to establish relationships and we encourage thoseat CWT; however, it is not always possible to gather employees in one place.CWT’s internal social media platform, Yammer, has had much success; today,CWT has over 10,000 employees using Yammer in over 800 groups.Copyright © 2013 CWT34
ContentsChapter 4 - Human Resources 2012 Responsible Business Report -Chapter 4CWT core valuesCommunication,employee dialogue andemployee engagementDiversity andequal opportunityTalent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balanceEmployee engagementEmployee engagement is an integral part of CWT’s strategic priority around developing its people. Italso supports the creation of an engaging environment and prompts people to “go the extra mile”to better serve customers.In the service industry, a highlyengaged workforce will leadto highly satisfied customers,cutting-edge innovation,and enhanced productivity.Therefore, employee engagementis a strategic priority for CWT and anopportunity to differentiate CWT ina highly competitive market place.CWT strives to become the bestworkplace in our industry, enablingus to attract the right talent, retainand develop our people, and drivea culture of high performance. Wedefine three drivers for Engagement,namely:1.Relevance: feeling ofbelongingness and having asense of purposeDefining and communicating acompelling strategic directionwhile creating a culture of respect,team work and high energy2. Realization: striving forbusiness results and personaldevelopmentEncouraging people to go forbest tangible results and topro-actively deliver opportunitiesfor development3. Work environment: enablingwork processes and supportiveleadershipCreating an easy-to-experiencework environment with motivatingleadership to enable successCWT aspires to build a workforce that:Consistently speaks positivelyabout the organization toco-workers, potential employees,and customersHas an intense desire to be part ofour organizationExerts extra effort and engagesin behavior that contributes tobusiness successSince 2009, CWT has installeda robust employee engagementprocess :1. Engagement survey2. Rigorous reporting3. Analyses of results4. Deep dives with focus teams5. Action planning6. Tracking & recognitionCopyright © 2013 CWT35
Page 1 and 2: Responsible Business Report 2012
Page 3 and 4: ContentsChapter 1IntroductionAbout
Page 5 and 6: ContentsChapter 1 - Introduction201
Page 13 and 14: ContentsChapter 2 - CWT at a Glance
Page 15 and 16: ContentsChapter 2 - CWT at a Glance
Page 17 and 18: ContentsChapter 3 - Ethics, Complia
Page 29 and 30: Contents2012 Responsible Business R
Page 31 and 32: ContentsChapter 4 - Human Resources
Page 33: ContentsChapter 4 - Human Resources
Page 37 and 38: ContentsChapter 4CWT core valuesCom
Page 43 and 44: ContentsChapter 4CWT core valuesCha
Page 57 and 58: ContentsChapter 5EnvironmentCWT’s
Page 59 and 60: ContentsChapter 5 - Environment 201
Page 73 and 74: ContentsChapter 6 - Responsible Pro
Page 81 and 82: ContentsChapter 7 - Community Invol
Page 83 and 84: ContentsChapter 7 - Community Invol
Page 85 and 86:
ContentsChapter 7 - Community Invol
Page 87 and 88:
ContentsChapter 8 - Glossary2012 Re
Page 89 and 90:
ContentsChapter 8 - Glossary2012 Re
Page 91:
CWT, Global Responsible Business31,
show all

CWT Responsible Business Report 2012 - Carlson Wagonlit Travel

Create successful ePaper yourself

Delete template?

Save as template?