Page 411 - Operations Strategy

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386 case study 3 • carglass : Building and sustaining a customer-centric organisation
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exhibit 4 Carglass ’s leadership effectiveness

2004 2008 Hay
benchmark

High-performance – 52% 26%

Energising 27% 17% 18%

Neutral 25% 15% 15%

Demotivating 58% 16% 41%

Source: Company information.

impressive, with Carglass® outperforming the companies of the Hay benchmark (see
Exhibit 4 for an evolution of Carglass® Belux’s OCS results).

employee satisfaction
A stimulating organisational climate creates the conditions that motivate and align
employees to do their best work. Jean-Paul Teyssen confirms:
If the strategy of our organisation is to continuously raise the bar and to exceed customers’
expectations, we have to take care of our people. Nobody will deny that you have to work hard
in Carglass®, but in return we give a lot to our employees.
Carglass® pays enormous attention to increase overall employee satisfaction. To start,
Carglass® ensures that employees are heard: the company measures employee satisfaction
every two years. Every other year, the company participates in the ‘Great Place to Work’
competition. The company participated in 2009 for the first time in this competition and
was ranked eighth in the list of companies with more than 500 employees. In 2009, the
employee satisfaction survey indicated that 96 per cent of the employees was ‘satisfied’
with the company, of which 56 per cent was ‘extremely satisfied’ (see Exhibits 5a and 5b).
Carglass® uses the employee surveys to improve operational and managerial processes
within the company. When the employee satisfaction survey revealed that the Cus-
tomer Contact Center employees felt excluded and less committed to the organisation,
Carglass® organised trips to the Customer Delight Centers. These trips provided more
clarity to these employees on the organisational strategy and overall direction of the
company, which helped to increase employee satisfaction in this unit.
Each quarter, employees also have individual meetings with their team leaders to
discuss their performance as well as the translation of team goals into individual goals.
All vacancies are open to the employees. This explains why 80 to 90 per cent of
the team leaders of the Customer Delight Centers are recruited internally and why
employee turnover is low. In 2008, employee turnover was only 6 per cent. 4
Carglass® also invests in employer branding by sponsoring KRC Genk, one of the
major Belgian soccer teams with its home base in Limburg (the province where the head

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