Making employee satisfaction the top priority at Autobutler

Michael Dean
Making employee satisfaction the top priority at Autobutler

Autobutler has grown from its Copenhagen beginnings to operations across Europe in a few short years. With this success comes a familiar challenge to anyone who’s been part of a rapidly expanding company: how do you attract new talent, while retaining existing employees and the culture that led the company to work so well so far?

“It’s a major, major challenge for every startup company to build up a team and it’s essential to build the right team. We’ve had a lot of people coming in and leaving quite quickly”, explains co-founder Peter Zigler. “We had very little process when people joined – it was just giving them a laptop and password and saying ‘here, go create something.’ We also had no way to really track engagement and happiness.”

When introducing Peakon, Peter and his team took a new approach to talent management at the company. “We’ve learned the importance of employee satisfaction and it’s been such an important learning for us – and Peakon has become a management tool that enables us to act upon, you know, the negative sides of employee satisfaction. So Peakon has literally changed how we’re working with employee satisfaction at Autobutler. It’s basically taken the decisions out of HR and put them into a management level, which is super essential for us.”

Along with employee feedback and comments, each manager at Autobutler can now view team engagement scores on their individual Peakon dashboard. Peter describes how these insights guide how managers improve and address issues. “It’s enabled us as a management team to come up with an action plan based on that and define KPIs that we’re working against on a monthly basis.”

Peakon has literally changed how we’re working with employee satisfaction at Autobutler. It’s basically taken the decisions out of HR and put them into a management level, which is super essential for us.

“It’s also helped us differentiate between the different countries, departments and managers, and highlight the challenges that we’re facing. What might be a challenge in Denmark might not be a challenge in Germany, and now we have a much more sophisticated outlook on where we should focus our efforts. The level of detail we get from Peakon is essential for us in order to have an actionable management plan.”

According to Peter, this now approach will help scale the company in the face of ever increasingly competition for talent. “It’s only going to get more difficult to retain the right people. I think we will see less loyal employees, that’s inevitable – simply because the whole tech industry is very dynamic, and so will the workforce be. Proactively meeting the requirements of employee and creating a good place to work is super important, but at a place like ours we can hopefully do better than the competition – again, by having a more intelligent approach to it.”

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