We know that Wunderman’s collective success depends on our people and feedback helps us ensure that we’ll continue to work toward that goal. Last fall, we sent out the “Today for Tomorrow” survey and with more than 5,500 responses, we learned that the majority of Wunderman employees feel happy and respected. We also learned that the network would like to see more training and communication, which is something several offices have already put into practice.
Here are five examples of how the survey results have inspired action:
WUNDERMAN DC: ROTATION
The Wunderman DC office learned from the survey that its employees wanted greater career mobility. As a result, President and CEO Jeff Ross is proud to report that his office has transferred employees to New York and Seattle, and has welcomed a new teammate from Wunderman Copenhagen. “Obviously not everyone can move,” he says. “But if someone wants to go to another office as part of their career growth goals, we should make that happen. We can’t talk about it if we’re not going to embrace it.”
WUNDERMAN INTERNATIONAL (TOKYO): RECOGNITION
Wunderman International employees wanted more encouragement from their managers and colleagues, something Managing Director Alex Beneville wanted to implement right away. In January, the Tokyo team started a peer appreciation program that’s simple and effective. They can now send postcards to each other with phrases like “Good job” and “Great idea.” “They’re out on display for those very quick moments when you want to give someone some encouragement and say ‘Thank you,’” says Beneville. She also reports that in a survey taken after the program was implemented, her team reported feeling more connected.
WUNDERMAN SEATTLE: MENTORING
The survey showed Wunderman Seattle President Robbee Minicola that her team wanted personal and professional development even more than salary increases.
“It was that insight that helped us realize that mentoring and training were super critical to what we do,” she says. Since then, the office has rolled out an educational initiative that includes a wide range of activities, including personality tests to zero in on particular talents, training on LinkedIn profiles and presentations and even a class focused on developing disruptive strategies. The five-module course is a condensed version of the Harvard Business School program Minicola took herself. She hopes the majority of her staff will be certified by summer. They’ll have to study hard—100% is the passing grade.
WUNDERMAN NEW YORK: CAMARADERIE
Wunderman New York President Jamie Gallo is working on making one of our network’s biggest offices feel smaller and more tight-knit.
Gallo has instituted more team activities along the lines of last year’s Tough Mudder race. This spring, the office can look forward to having a softball team in New York City’s Ad League and group community service opportunities, in addition to better communication around new hires and promotions. “Everyone kind of has their tribe. Anything that can break down the tribal walls and promote teamwork is a positive,” he says.
WUNDERMAN UK: COMMUNICATION
In London, employees wanted to feel more informed and involved, and they asked for better communication from senior management. In response, Wunderman UK Managing Director Chris Daplyn has launched “Lunchtime Lessons,” weekly sessions for people to discuss what they’re working on. “We use it as a time for the whole agency to get together for 30 minutes and learn about what’s going on in the business,” he says. He adds that there’s also a newsletter and company updates every Friday…along with drinks, of course.