Accelerating cultural change
Why the shift?
In rebranding Proximus from Belgacom, we wanted to make a fresh start with all our staff’s energy, talent and innovation. Our new CEO Dominique Leroy accelerated the company’s cultural change to drive sustainable growth and stimulate a growth mind-set in a winning culture. We kick-started our cultural change in 2013-2014 but really shifted to a higher gear in 2015.
Fit for Growth Strategy
We’re developing a corporate culture in which all our leaders set the example - from the Executive Committee to the operational teams. A culture where employees feel accountable for their own work, dare to take risks and learn from mistakes, and where they can continuously develop their skills and talents.
Good to Gold
To ensure the success of our Fit for Growth Strategy, we defined three company values that strongly support the corporate culture we strive for: collaboration, agility and accountability. Those values represent the change in culture that will make us “gold” instead of merely “good”.
One common language
With those objectives in mind, our team leaders took part in multiple Good to Gold development sessions. During those workshops, they acquired a shared set of insights - a common language used throughout the company - that helps them coach their teams to become ‘gold’ .
Coaching & Feedback
Building on this common language, we launched the Coaching & Feedback development track, which helps our team leaders move from a managing to a coaching role. We started with our customer-facing team leaders because we are convinced that their teams have a good idea how to better help customers, and we want our leaders to coach them so they themselves take the initiative. This approach will fully unlock the potential of our employees.
The ratio of "total workforce costs to turnover" has dropped
by 1% compared to last year.
Sharpening organizational efficiency
New organizational structure
We continued on the path of stepping up organizational efficiency as a key way to ensure growth. Last year we put together the main building blocks of this new organization, such as the creation of a dedicated Customer Operations unit. This year we optimized the organizational structure within all the business units, always in close collaboration with our social partners.
The aim is to maximize our employees’ talents to achieve our company objectives. Proximus has a long history of carrying out reorganizations in a people-friendly manner. Where possible, we have offered employees a new, more permanent function. Where necessary, we’ve organized suitable training courses.
To better leverage our employees’ talents, we have focused on internal mobility, especially across business units, divisions and departments. This has a positive effect on agility, collaboration, and personal motivation. This year, 911 employees transferred to new positions within Proximus.
Control total workforce costs
If we want to continue investing and growing in the future, we need to keep our total workforce costs under control. That's why, together with our social partners, we are always looking for new ways to optimize our staff-related costs.
We’re on the right track. The ratio of “total workforcecosts to turnover” has dropped by 1% compared to last year, which means a decrease from 32.2% to 31.1%. To be in line with market standards we have to continue our efforts to become a high-performing organization.
Developing our people
Our development programs organized by our own Proximus Corporate University (PCU) have evolved to meet the strategic needs of our business units and our company as a whole. In 2015, development was focused on supporting the cultural change and our growth mindset with Good to Gold and Coaching & Feedback sessions. We also added a focus on Cyber Security and Innovation.
Innovation is a crucial element in our Fit for Growth Strategy. In 2015, we started a development track for our top managers which aims to inspire them on new products & services, new ways of working, and to stimulate a fresh mind-set. The development track involves sending people for shorter and longer periods of time to Silicon Valley and European innovation hubs to work on specific learning assignments. The aim is to embed a culture of acquiring new perspectives and partnering with other innovative players.
At Proximus we value young talent. That is why we continue hiring Master graduates - 23 of them in 2015. They started with a one-month field experience where they got to know the entire company: from customer-facing teams to supply chain management to Finance & HR. After this first experience, they completed 3 strategic missions in different business units allowing them to acquire a more in-depth knowledge in certain domains.
Listening to our employees
Our annual employee survey is a key driver for our cultural change program which aims to foster a growth mind-set within our company. This year’ s survey participation rate was 76% of all employees, a 2% increase vs last year.
Higher than average in key areas
Scores on all three key indicators pillars - Engagement, Strategic Alignment and Agility – have improved (on comparable questions) and are higher than average for the telecom sector. We continue our efforts to improve these results as to realize our ambition of becoming a high performing organization.
Performance and feedback culture
We will continue our efforts to install a continuous Coaching & Feedback culture by developing our team leaders and by using our new performance management process & philosophy Drive for Personal Growth as a lever.