Tamro, a pharmaceutical distributor, introduced an online employee survey using iPads for their warehouse workers in 2012. This replaced the previous paper surveys and improved convenience and participation. The IT director notes the online survey was easier to implement than paper. The survey system required minimal preparation from Tamro's IT department and the iPads were quickly configured. The participation rate increased slightly over previous paper surveys. Tamro was pleased with how smoothly the project went and plans to continue refining their methods.

1. Corporate Spirit has carried out employee engagement surveys for
Tamro for several years. To further improve the overall convenience and
encourage employees to participate, an online survey was introduced
for Tamro’s warehouse personnel in 2012. Human Resources Director
Jenni Kosonen says that the change was inspired by both the ease and
by the environmental aspects. Since switching to a paperless survey also
meant better cost efficiency, the change was just about inevitable.
“As half of the people participating in the survey work in warehouses, they
donothaveregularaccesstocomputers.So,weprovidediPadsespeciallyfor
this purpose. We worked together with Corporate Spirit to adjust the visual
elements a bit just to make it look good and work perfectly on the iPad. All in
all, implementing the online survey was also extremely convenient from the
IT department’s point of view.”
The Cixtranet® survey system is browser-based, which meant it
required practically no preparation work from Tamro’s IT department.
Tapio Kuosma,Tamro’s IT specialist, says that the only task was the quick
iPad configurations to prepare the tablets for the survey.
“We have been discussing with Corporate Spirit about introducing an online
survey for the whole company. Since environmental issues play a significant
role in Tamro’s daily operations, we wanted to see how that might work
in our warehouses in practice. Obviously, answering the questions online
makes it easier to participate, as all the participants needed to do was to
follow the link to the survey website.”
Special events were held at each location to encourage participation,
but employees also had the opportunity to fill out the form whenever
and wherever it suited them best. Throughout the survey, Cixtranet®
operated flawlessly. No technical issues emerged, while both the simple
layout and the whole idea of doing the survey online were praised.
The participation rate climbed to 74.2, which meant a slight increase
from previous paper surveys. All in all, Jenni Kosonen was very pleased
with how smoothly the project ran.
“Multilingual survey system was one of the further benefits of the online survey.
Analysing and reporting took place in the usual reliable way. The online survey
also proved to be a cost-efficient way to collect data – even taking the price of
the iPads into account, it was competitive against the old paper surveys.”
The next employee survey is already planned. Together with Corporate
Spirit,Tamro aims to refine and develop methods to ensure that evolving
needs and requirements are met in the best possible way. After testing
Cixtranet® online data collection, one thing seems permanent: the age
of old-fashioned paper surveys seems to be over for good.
Tamro develops first-class services for the promotion of wellbeing. The company’s wide range of
services includes various information, logistics, marketing, sales and registration expert services.
Employing approximately 400 people, Tamro is part of the PHOENIX Group, one of Europe’s leading
pharmaceutical distributors.
Corporate Spirit CS Ltd | HR Intelligence to support business success. | 3/2013
Noreturntopaper:onlinepersonnel
surveyinwarehouseenvironment
Jenni Kosonen, Human Resources Director, Tamro Finland
LOOKING GOOD!
Tamro'sTapio Kuosma and Jenni Kosonen like
the outcome of their online personnel survey.

2. EMPLOYEE ENGAGEMENTChanging environmentsEDITORIAL
In my ten years in employee and leadership
research I have worked with different kinds
of companies, representing a wide variety of
industries. However, it still strikes me how many
similaritiestherearewhenitcomestochallenges
related to business performance. What are the
“right” ingredients, or the key success factors,
for a company to remain a high-performing
organisation, with strong customer loyalty and
financial success?That seems to be the universal
questioninmostcompaniesandorganisations.
We all know that there are no magic tricks
guaranteeing automatic success. At the end of
theday,basicthingsmakeaworldofdifference.
Achieving and maintaining a competitive edge
requires hard work and ongoing processes for
continuous improvement.
Withthisinmindit’sinterestingtoreflecton
someofthefuturechallengesforbusinesses
In times of economic uncertainty businesses that
can quickly adapt to change and competition
are the successful ones. The need for agile
organisations and flexible processes will become
moreandmorevital.
Leaders hold the key to empowering their people
and the organisation.Therefore, understanding and
preparingforfutureleadershiprequirementsandskills
isessentialinordertokeepdevelopingthebusiness.
The war of talents – recruiting and retaining the
right employees with the right skills – is won
by attractive organisations. Employer branding
should be carefully designed, but at the same
time it only comes about through genuine
action from individual employees.
A strong company culture is the platform that
employees and leaders can rely on while the
environment is swirling with changes. Shared
values and the will to work hard for these are
important cornerstones in the future success of
any organisation.
Helena Fernström,
Country Manager, Sweden
Future
Challenges
forBusinesses
In leadership workshops, it is rather easy to
get managers to talk about what kind of
qualities they expect of their own bosses.
It turns tricky, though, when they start
analysing themselves in the light of their
own expectations. Am I the kind of manager
I wish my boss would be? Have the features
of good leadership been identified in our
company? Have managerial tasks been
defined explicitly so that I can compare my
know-how against them?
Even in changing situations, good managers
must be able to strengthen the employees’
understanding of the common primary task
of their team and each individual’s primary
tasks – the things that entitle them to their
pay. A performance appraisal once or twice
a year is not enough. This interaction has to
be present in everyday working life and a
manager needs to pay attention all the time.
This is why agreeing on, complying with
and, where necessary, updating common
rules is becoming more and more important,
especially in terms of ensuring that business
operations are both timely and relevant.
Changes in the internal or external operating
environment may force organisations to
change structures and procedures abruptly,
thus raising several questions. How do you
engage and motivate your supervisors?
What managerial input is needed to
implement the desired changes? How do
you ensure that employees do exactly what
they’re supposed to do, regardless of general
uncertainty both within the company and
outside of it?
Good leadership contributing to an
organisation’s success only comes about if all
members of a work community understand
their responsibility. Even an excellent
manager is not able to turn sour grapes into
fine wine by merely doing or saying things.
A good manager doesn’t shy away from
intervening constructively in challenging
situations in the work community, before
Leadership in a constantly
changing environment
Theworldis
notenough

3. Corporate Spirit has concluded an agreement
with Airports Council International Europe
(ACI) to provide a new global, industry-
specific employee engagement survey for
European airports.
The ACI Europe AirPeople™ Employee
Engagement Survey is specifically targeted at
the global airport industry. Its main objective
is to help leaders create a high-performance
airport culture, regardless of the airport’s size,
location or business model. The AirPeople™
engagement survey is a new initiative that
aims to foster higher levels of engagement
among airport personnel. Engagement,
in turn, is strongly associated with better
business results.
AirPeople™ is available in over 40 languages.
It works as a three-stage tool: employees
receive personal links to the questionnaire,
data from answers is saved in a database
and reported in a web-based system. The
questionnaire contains both standard and
industry-specific structured questions, as
well as open-ended questions. The open-
ended questions can be tailored for each
organisation’s specific needs .
ACI Europe represents over 450 airports,
as well as numerous airport operators,
national airport associations, educational
establishments and world business partners in
44 European countries. The ACI engagement
survey concept has been designed by
industry and survey specialists and developed
in cooperation with Corporate Spirit and This
Is Ltd. The two companies will also conduct
the surveys.
Creatinga
high-performance
airportculture
Changing environments
they become too massive to address in a
result-oriented way.
Members of the work community can be taught
to receive feedback and to see their own actions
and behaviour as part of a bigger picture.
Flexibility, the ability to tolerate uncertainty
and adaptability are skills that constantly need
development in all personnel groups in an
organisation. The age-old saying“Treat others as
you wish others would treat you”is still one of the
most important rules in any work community.
The expectations placed on leadership are
continually increasing. Studies tell us that
less and less people are willing to become
managers. Yet, if you take it as a possibly
rewarding challenge, being a manager can be
a wonderful expedition into oneself. After all,
who would not want to become a bit wiser in
the course of this lifelong journey?
Soile Brushane,
Senior Consultant, Corporate Spirit

4. Valkjärventie 7 A, 02130 Espoo, Finland, ☎ +358 9 452 0730
Läntinen Pitkäkatu 33, 20100Turku, Finland, ☎ +358 2 274 3100
Birger Jarlsgatan 2, 5 tr, 114 34 Stockholm, Sweden, ☎ + 46 8 505 65 171
Dronning Eufemias Gate 16, 0191 Oslo, Norway, ☎ +47 2 389 8880
20 Broadwick Street, Soho,W1F 8HT, London, UK, ☎ +44 870 366 93 35
Av.GolfdeManquehue9750,LoBarnechea,Santiago,Chile,☎+56956288292
employee surveys
360°assessments
Internal co-operations surveys
solutions for utilisingthe surveys
and assessments
www.corporatespirit.eu
Editor-in-chief:JukkaPohjola | Editor:MariKaarnavaara-Puutio | Layout:MainostoimistoDynastia | Printedby:TEMA-TEAM12374-13 | Circulation:7000
Corporate
Spirit
CSLtd
Faces & Places Corporate Spirit has appointed the following specialists:
Veronica
Gustafson
RegionalDirector
SouthAmerica,
SantiagodeChile
Anna-Mari
Fagerström
ResearchManager
Espoo
Terhi
Giorgiani
ResearchManager
Espoo
Nina
Rokala
Assistant
Espoo
Corporate Spirit opened an agency in Santiago
de Chile in August. Veronica Gustafson has
been appointed Regional Director for South
America. Veronica has been the representative
of a client of ours for years. She has conducted
several PeoplePower® employee engagement
surveys together with Corporate Spirit. Her
knowledge and experience of our services
and people will certainly help her to establish a
firm foothold in an interesting market area full
of opportunities!
A new research industry ISO 20252:2012
certificate has been granted to Corporate
Spirit’s quality system, also covering the
operations of our Swedish subsidiary. The
certificate covers management of our
research activities, data collection, information
management, data processing and our
reporting system.
As proof of the quality and reliability of our
operations, our quality system has been
awarded a recognised, impartial ISO certificate
every year since 2010. Corporate Spirit has
been audited four times in a row without any
deviations or comments.
CorporateSpirit
entersSouthAmerica!
Arenewedcertificate
forourqualitysystem
16.10.2013 600min HR, , Stockholm, Sweden
23.–25.10.2013 Airport Leadership and Change
Management Forum & Exhibition,
Bologna, Italy
14.11.2013 600min HR, Munich, Germany
29.1.2014 600min HR, Helsinki, Finland
MEETUSAT