- Our people are at the center of everything we do. Our Global HR strategy is therefore focused on ensuring we:
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- Attract the right talent;
- Nurture and motivate our talent; and
- Develop their careers with care and rigor.
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In 2014, we made great progress in accelerating this strategy, through a number of key success stories and important initiatives in the following areas:
- Design and implementation of a new vision and values for Dentsu Aegis Network
- Ongoing drive to embed a high performance culture within the organization
- Continued focus on leadership development
- Further emphasis on talent development and exchange opportunities across the Group
- Implementation and rollout of a global HR system
- 1. Design and implementation of a new vision and values for Dentsu Aegis Network
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We believe that by focusing on a clear vision, Dentsu Aegis Network will deliver long-term success, guided by resonant values, which will help to define and shape the culture of our business. Our values are at the heart of Dentsu Aegis Network, as they show our people how to act and how to be consistent.
Following the establishment of Dentsu Aegis Network on January 1, 2014, we worked quickly to formulate and identify the organization’s new vision and values, which were then launched and rolled out across the business by the end of the first quarter of the year.
As part of this process, we consulted our leadership teams across the business, during a number of management summits, to ensure their views were properly integrated into the final output. In addition, we incorporated the vision and values of the legacy Aegis Media business into the new vision and values, which were also fully aligned with Dentsu Inc.’s 10 principles and vision of “Good Innovation.”
Ultimately, Dentsu Aegis Network’s new vision of “Innovating the Way Brands Are Built,” supported by our new values of Agile, Pioneering, Ambitious, Responsible and Collaborative, will help to build our culture and to guide our future success.
- 2. Ongoing drive to embed a high performance culture within the organization
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At the end of every year, we conduct an extensive staff feedback survey, named “Global Check-in.” Historically, this was carried out by Aegis Media, and in 2014, we produced the first survey as Dentsu Aegis Network. The survey includes a number of questions across important areas like learning and development, diversity, innovation, communication, leadership and management, collaboration and reward, and recognition. In 2014, the survey produced a record response rate of 88% and the results showed particular success in embedding our new vision and values, which received high engagement scores across the business.
Another key finding from the survey’s results was that Dentsu Aegis Network is powered by a high performance culture. As evidence of this, engagement scores in most categories were well ahead of the industry norm, and against the previous year, with scores in many categories above the “high performance” benchmark. Furthermore, the results showed that 89% of our people feel empowered to do their jobs—another signal of a high performance culture, as well as a strong alignment with our new values.
- 3. Continued focus on leadership development
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To drive this high performance culture throughout the organization, we are focused on energizing our leadership talent through unique experiences to help them deliver a commercial edge for the future success of the business.
Our most significant leadership development program is Route 500. This annual program has a rigorous process in candidate selection, with a detailed self-nomination procedure, followed by a series of panel interviews with senior leadership.
Once candidates attain Route 500 membership, they have access to senior Dentsu Aegis Network leaders, as mentors, sounding boards and guides, an accelerated career development plan, with opportunities for additional local, regional and global experience within the organization, supported by a structured training and e-learning program.
Importantly, Route 500 members are able to build important, long-term internal networks with their colleagues from other agencies, functions and geographies. This enables the fostering of collaboration and has already precipitated a number of important commercial projects within the organization. By the end of 2015, there will be over 1,000 people on the Route 500 program.
Route 500 also has resonance with our clients and, during 2014, an outline of the program and its benefits was included in a number of major pitches and client presentations, as evidence of how Dentsu Aegis Network develops the best industry talent.
In addition, in March 2015, Dentsu Aegis Network held its annual Global Conference in Tokyo, for the first time, with the theme of “Leading Through Innovation.” At the event, there were significant opportunities for the sharing of our vision, strategic objectives and key business successes of 2014.
There were also sessions which enabled the development of important collaboration projects across our key leadership teams from around the Group.
- 4. Further emphasis on talent development and exchange opportunities across the Group
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As we continue to grow and develop as a Group, we are placing an increasing focus on talent development and exchange. More specifically, we are looking at significant opportunities in these areas between Dentsu Inc. and Dentsu Aegis Network. The objective here is to improve the Group’s HR infrastructure to promote collaborative working, with a view to nurturing future leaders and creating business synergies.
In talent development, our immediate focus is on the expansion of existing programs across the entire Group. As an example of this, we are aiming to extend the Route 500 program to Dentsu Inc. employees who are currently working in international markets. In addition, there are many cases of Dentsu Inc. and Dentsu Aegis Network employees working jointly on international business assignments. This includes collaboration on short-term assignments, like new business pitches, to longer-term projects, like embedding talent within agencies.
Another major program in talent development is Dentsu Inc.’s Dentsu Management Institute, which takes place in Tokyo every year. Around 50 of our key talent from across the Group are selected and invited to a week of presentations from senior leadership and external business experts, as well as a number of working sessions based on key opportunities for the Group. The rationale of this program is to promote a mutual understanding and education across the Group, in particular, around our business strategies, and to trigger potential business synergy ideas, as well as to build a network of top talent for future leadership roles.
We made great progress in our talent exchange program across the Group in 2014. A number of Dentsu Aegis Network’s agency brands invited relevant Dentsu Inc. employees to spend a period of time working with, and learning about, these agencies, to create a mutual understanding and a culture of collaboration. These structured talent exchange programs included formal training sessions, collaboration in pitches, the sharing of tools and capabilities, and in some cases, a longer-term exchange program. Also in 2014, we seconded a number of senior Dentsu Aegis Network employees to Tokyo and, in addition, there are now many Dentsu Inc. secondees in a number of our international markets.
- 5. Implementation and rollout of a global HR system
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To support the various initiatives we are implementing to drive our Global HR strategy, we rolled out a global HR system in 2014, driving a technology-enabled transformation and enabling a single, consistent global HR organization.
This global system was launched to drive increased automation and efficiency in HR and will provide greater insights on our talent as well as enabling our people to be more effective and efficient in their roles. The system includes real-time access for our people to day-to-day activities, like the management of expenses and annual leave, as well as elements like training programs and e-learning. In 2014, the system was launched in five major markets, covering 3,600 employees, with rollouts in more markets planned for 2015.
In summary, we had great success in 2014 in driving our Global HR strategy, supported by our efforts in continuing to embed a high performance culture, through an ongoing focus on leadership and talent development, supported by a new global HR system. We will continue to drive our global HR strategy in 2015 and beyond, as we look to support the organization in “Innovating the Way Brands Are Built.”