Buying a vehicle is no small decision. Fortunately, Auto Trader has been there to help tens of millions of people over the last four decades to make that all important choice. Founded in 1975, Auto Trader is the UK and Ireland’s largest digital automotive marketplace where over 450,000 cars are listed every day. Originally a print magazine, it is one of the few media companies to have successfully made the transition to the digital world.
Listed on the FTSE 250 stock exchange, Auto Trader employs more than 800 people in offices across Manchester, London, and Dublin. Heads of People and Culture, Christos Tsaprounis and Stephen Moss, are at the helm of all things people. Between them, they have amassed an impressive seventeen years of service and have been instrumental in setting the Culture First direction of the company.
During their tenure, Auto Trader consolidated from thirty distributed offices to three, in addition to shifting from print to digital. In 2015, Christos and Stephen selected Culture Amp as their employee feedback platform. Christos explained, “Our business had gone through significant change, from print to digital, and we wanted our employees to tell us about their experience. We wanted to do that across the business in a quantitative way, and that’s why we use Culture Amp to measure engagement across the business.”
Christos continued, “It’s not a traditional employee survey where you have to wait for weeks without being able to look at the results. We’re in a very agile environment and we wanted a survey that matches our culture and ways of working. That was evident from the beginning in our partnership with Culture Amp.” For Stephen, “There was a credible, solid structure to Culture Amp and we could customise it ourselves, instead of waiting weeks for someone to do it for us. It was very easy and intuitive.”
During this period, the combination of the shift to digital and consolidation of their offices led to uncertainty around staff engagement and the risk of employee turnover. “We didn’t know our retention risk. We had changed our structure and working practices, moved office, people had longer commutes, and their family routines had changed. We helped our employees with these changes and were sympathetic, but we didn't necessarily know how people were feeling. We asked ourselves, ‘Are we going to see an increase in turnover?’” explained Stephen. Additionally, “there was the potential of inconsistent employee experience depending on where you were in the business. We wanted to drill into that from a manager perspective,” said Christos.
Christos and Stephen use Engagement to send out annual engagement surveys to the company. They’re able to take action on their employee feedback in a fraction of the time it used to take with a consultancy. “That’s what gives our employee feedback program credibility. Employees see that we’re acknowledging their feedback and most importantly, taking action on it. That’s why we’re able to achieve a 91% response rate,” said Stephen. Christos continued, “Our business moves really quickly. If it took us three months to complete a feedback cycle, the feedback wouldn’t be relevant anymore.”
READY TO START ENABLING YOUR TEAMS?
The future of enablement is here. Get in touch to learn more.