"With Winningtemp, we get everything together in one system – both so that we can work with objectives but also measure the engagement of employees. We see that there are obvious links between having clear goals and having engaged employees."
With passing time, more and more companies are becoming aware of the importance of increasing employee engagement to boost business profitability. Bisnode has chosen to work in a modern way by using the Objectives & Key Results (OKR) method that promotes full transparency down to the individual level. With the help of Winningtemp, management can record the 'workplace temperature' directly in the tool and take necessary actions after reviewing real-time data and AI-powered insights. Cecilia Westerholm Beer, HR Director at Bisnode, notes that there is a steady upward trend in employee engagement.
Bisnode works to interpret, refine, and understand data to help customers in their business decisions and marketing. They are currently located in 19 European countries and have approximately 2,400 employees. In order for the employees in the different countries to be able to work towards the joint company objectives, Bisnode has chosen to be transparent and work with goal management right down to the individual level. This way, employees can see how they can contribute to achieving organisational goals.
- I know that it is an integral part of our employee experience that everyone in the entire organisation knows that they can participate and have an impact, says Cecilia.
Employee experience with self-leadership in focus
Self-leadership and being able to feel responsible for your own development are some of the crucial factors that lead to better employee engagement. Here at Bisnode, we have chosen to change direction with certain procedures such as allowing employees to decide how often they want to have employee appraisals with their manager.
“It's not the managers who request employee meetings; instead, it is the employees themselves. We believe that our employees know best how often they need to work on their own development. Then it is, of course, the manager's task to follow up, but we place quite a big responsibility on the individual which, we believe contributes to the entire employee experience.”
Measuring employee engagement is essential, and Bisnode chooses to take an all-organisation survey once a month. That is a definite step up, as previously, they used to have annual employee appraisals.
“In the past, employee satisfaction surveys would go through the HR department before it was sent out. Now managers can see how their team is doing via a mobile phone and without delay. With this flexibility, the responsibility ends up where it should be, with the team. They show their engagement and control their own development”.
Artificial intelligence unites Bisnode and Winningtemp
One of the reasons why Bisnode chose Winningtemp as a tool is because Winningtemp uses AI and predictive analytics. In this way, Bisnode can be at the forefront and work in a way that changes the way the company works.
“Something important to us is that we practice what we preach. With Winningtemp, we get everything together in one system – both so that we can work with objectives but also measure the engagement of employees. We see that there are obvious links between having clear goals and having engaged employees."
Transparency is essential for working with OKR
Bisnode uses the OKR – Objective & Key Results method and Winningtemp as a tool for this method.
“Transparency is crucial for this framework. Everyone can see each other's goals and also the results in Winningtemp, which is a success factor for succeeding with the method. Winningtemp has a simple, user-friendly system, and we feel that as a company, they have been a perfect partner to work with because they are constantly on their toes and responsive to our thoughts and ideas.”
Since Bisnode began to measure their employee engagement in Winningtemp, they can see that it is steadily increasing, even though it has always been at a high level.
"We have recorded quite high numbers, and we get good results when it comes to factors such as leadership, so we work with small changes and think long term. We no longer need to roll out employee surveys, but can instead act when and where required. We have a flexible system in place if we see that one of the teams is recording low numbers. The challenge for us is to work with what generates sky-high results and what we can teach those who are already really good, concludes Cecilia.