Jenny believes that encouraging employees to participate in the first survey was part of the initiative, but the important task was maintaining the momentum by shortening the time between sending the survey and communicating the results. Even in the third year of running engagement surveys twice a year, our participation rate is always in the upper 80 percentages”. Our first participation rate was around 75% and the next one increased to 86%.
Jenny says “Everyone understood the need for data around employee engagement and was really eager for the new approach … even the first time we ran the survey, we didn’t need a ton of reminders for employees to complete it. They match that passion with a product that’s grounded in people science I think this is what caught the attention of our management as well as us in the People Team.” Building a sense of urgency by promptly sharing the survey results With Culture Amp, it’s different: The folks there are really living this engagement topic and love it. Jenny explains, “An HR consultancy has the toolkit to execute an engagement survey for you, but, it’s normally not the topic they get most passionate about. The on-demand and collective intelligence features of Culture Amp platform were important in Scout24’s decision, but there was one more reason that guided them. We wanted a solution that gave us quick access to our data as well as other relevant benchmarks.” Jenny Walther, Senior Engagement Specialist says, “We were driving our own digital transformation initiative and we felt there must be a better way in collecting employee engagement data than the patchwork process of designing surveys in isolation, sending out one-off surveys and waiting 6 months to define potential actions. Solution: Choosing a SaaS employee engagement solution vs hiring consultants Without any data point, the HR, the senior executives, and the employees couldn’t hold objective conversations about these issues. All these changes caused friction, dissatisfaction, and insecurity, but there was no measurement in place to identify what really caused the symptoms. Two years later, Scout24 went public and was listed on SDAX (a stock market index composed of 50 small and medium-sized companies in Germany). The company went through a rapid transition-from a group subsidiary to an agile digital organization-in a short period of time. This change brought in a new management team, company culture, and operational model. In 2013, a private equity company took over the majority stake in Scout24 from Deutsche Telekom. Challenge: Change in company ownership drove operational, management and cultural change Scout24 AG was founded in 1998 and is a publicly-listed stock corporation as well as member of the MDAX. Besides, Scout24 offers individual additional services, such as the brokerage of relocation services or housing and car financing. More than 1,500 employees help users to find their new home or their new car quickly and easily. With the digital marketplaces ImmobilienScout24 in Germany and Austria and AutoScout24 across Europe, Scout24 is creating a connected network for living and mobility.
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