Scania Top Team 2012-2013
There were competitive eliminations in the “Top Team 2012-2013” which selects the best of Scania’s technician teams. The Top Team competition aims to distinguish the best Scania technicians around the world and to enable them to improve themselves both theoretically and practically. Initiated in Sweden in 1989 and then organized across the world, the Top Team Competition aims to strengthen the quality of Scania’s after-sales services, to improve the efficiency in services offered to the customers and to increase profitability. It also aims to raise the work productivity of Scania After-sales Service Center employees by creating a team spirit, to create an after-sales service with a strong team in problem solving, and to increase sensitivity towards occupational safety and environment. The competition questions cover these topics to raise awareness of teams.
Corporate Responsibility Report 2012
Customer satisfaction and loyalty are among strategic priorities of Doğuş Otomotiv, where we deem our employees to be the architects of the achievements we have reached. We are aware that continuously increasing the satisfaction of our employees, and their loyalty to our Company, contributes considerably both to Company efficiency and creating a better work environment. To this end, we conduct several activities throughout the year under supervision of Human Resources Department. Among the new practices effected in 2012 were: additional employee service buses, construction of cafeteria, increasing the number of ATMs on Company premises, developing the mentorship program, organizing training and seminars regarding performance management, rewarding individual achievements more, and establishing platforms for announcements of such achievements.
The employee satisfaction survey performed in 2010 was applied with the same questions and same method this year. The results will be shared with the employees in 2013 in order to form new action plans.
blue-collar and support employees. The 2012 employee satisfaction rate was 62.6%.
Survey results are shared in detail with the executives and employees and meetings are held with every unit, and feedback is received. Results of the last survey conducted in 2012 will be shared with the employees in 2013, and measures to be taken and targets will be identified.
Based on research made in 2011 about Company values, a booklet and a CD describing Company values through the expressions of employees were released and distributed to Doğuş Otomotiv and Doğuş Oto employees.
Internal Customer Research
Internal Customer Research aims to measure the level of how well expectations of internal customers are satisfied by performance of units in Doğuş Otomotiv A.Ş. and Doğuş Oto Pazarlama ve Tic. A.Ş., to measure satisfaction of departments with respect to relationship
Employee Satisfaction
EmployeesAudi Twin Cup 2nd Place Worldwide
Audi Twin Cup competition, organized by Audi AG since 2006 on a global scale for the development of after-sales service employees and to adapt them to new technologies, took place in Berlin this year. 234 Audi technicians from 41 countries participated in competition. The teams competed over several service skills based on technical know-how and customer satisfaction.
Common missions were assigned to all teams in the competition where efficient cooperation between Technicians and Service Consultants, a pre-requisite for superior service in all Audi After-sales Service Centers, was emphasized more than in previous years. Participants detected the breakdowns in vehicles, attempted to find optimum solutions, and displayed their communication skills with the customers.
The Australian team claimed the first place in Audi Twin Cup 2012, Doğuş Oto Maslak team representing Audi Turkey ranked 2nd place, and the German team
ranked 3rd place. In these competitions that take place since 2006, teams from
The results of the research serve as data to measure and evaluate the performance of persons or units within the organization, to determine the areas exhibiting inadequate performance in business processes and provide insight for improvement, to identify the opportunities and requirements for
improvement in organizational structure and the distribution of tasks, to ascertain and eliminate the conflicts between units, and possible reasons thereof, and to plan improvement activities for increasing employee satisfaction. 77.03% of Doğuş Otomotiv employees and 80% of Doğuş Oto employees participated in this research.
Internal customer satisfaction rates, on a scale of 5, are as follows:
Doğuş Otomotiv General Satisfaction: 4.23 Communication Satisfaction: 4.09
Job Satisfaction: 4.04
Doğuş Oto General Satisfaction: 4.18 Communication Satisfaction: 4.01 Job Satisfaction: 3.97
Internal Communication
Several activities aim to increase internal communication and to enhance employee
motivation in the Company. Happy hour and a New Year celebration are organized every year regularly. An online platform was established to maintain sustainable dialogue between the employees and executives, open to all employees through intranet.
Employee Satisfaction in Authorized Dealers
Doğuş Otomotiv pays attention to the
satisfaction of employees working at Authorized Dealers and After-sales Service Centers, which are regarded as the most important stakeholders and business partners, and makes effort to raise awareness among our Authorized Dealers and After-sales Service Centers on this matter by relaying necessary information. For this purpose, Doğuş Otomotiv participates in motivational activities organized by our Authorized Dealers and After-sales Service Centers. Satisfaction discussions are held between the relevant units of Doğuş Otomotiv and the employees of several Authorized Dealers and After-sales Service Centers. A survey (DSS) is conducted with executives of Authorized Dealers and After-sales Service Centers in which service quality and behavior in various units of after-sales services are evaluated. This constitutes one of the
performance criteria of the employees working in relevant units of Doğuş Otomotiv.
The “Balanced Score Card” performance assessment method is applied for white- collar employees in Doğuş Otomotiv and there are four main targets. The performance management system is based on the steps of goal setting, goal revision (setting 2nd period goals) and performance assessment. In addition, competence assessment is made for employees. Following the assessment of the goals by the employee, his/her first executive makes assessments, and a senior executive approves them. Competence assessment is made first by the employee himself/herself at
the first step and by the executive at the 2nd step, completing the process.
Blue-collar employees are evaluated once in a year by executives and senior executives in terms of professional know-how, skills and competency.
Goals in the units are set by considering
responsibility and impact of employees. Training rotation and career rotation applications
were put into practice in 2012 for the career development of our employees as well.