New leadership - more decline - Recensione dipendente - Sales Representative presso TravelNet Solutions

As we close 2024 and reflect on the increased engagement and alignment across our business, we’d like to share a few noteworthy efforts and initiatives that highlight our commitment to creating a positive and transparent workplace: ● Employee Engagement: This year, we increased the frequency of our All Hands meetings to twice monthly from April to September, ensuring transparency and alignment across the business. During these meetings, we consistently shared updates on key financial metrics, business performance, highlighted innovations and contributions from various departments, and discussed topics brought up live or through our anonymous feedback channel. We’ve since returned to monthly All Hands meetings, maintaining this focus on open communication and each session has a Q&A section where open dialogue is encouraged. In addition our new CEO and the ELT have been conducting deep dive sessions with all the functional areas of the business and this will continue in 2025. Also, in 2025 our CEO and ELT team will be conducting virtual social hours with teams across the company to build and enhance relationships in our hybrid work environment. ● Engagement Surveys: We completed our annual Gallup engagement survey in Q1 2024 and introduced quarterly eNPS score surveys in Q4 2024. These efforts help us measure and respond to employee sentiment more frequently and effectively. Our initial eNPS survey resulted in a score of 36, putting TNS at or above many leading tech companies in terms of employee sentiment. In 2025 our goal is an eNPS of 50. ● Leadership Development: In 2024, we hosted two in-person Core Leadership Summits to foster stronger relationships and alignment among senior leaders. We also held monthly virtual Core Leadership meetings to maintain transparency and ensure alignment on business performance and priorities. And, the majority of our functional teams hosted in person team events throughout the year. In 2025 we will conduct a tailored manager training program “How we lead at TNS” based on proven leadership competencies and principles. ● Looking Ahead: As we enter 2025, we will continue to evaluate and refine our communication rhythms, employee feedback mechanisms, and workplace practices to ensure we remain a top employer and foster a culture of trust and collaboration. Engaged employees and satisfied customers are paramount at TNS and will allow us to deliver the results that drive growth and that lead to new opportunities for every TNS employee. At TNS we believe every employee deserves a great leader and we operate our company with many of the principles from The Service Profit Chain framework. We understand that the concerns raised in these reviews reflect significant frustration, and we take this feedback seriously. While these reviews do not align with the broader feedback we’ve received from anonymous surveys and direct employee conversations, we remain committed to continuous improvement and open dialogue. If you’re experiencing challenges or feel disconnected, we encourage you to share your thoughts—whether through our open-door policy, feedback channels, or anonymous surveys. Constructive feedback is essential in helping us address concerns and grow together as an organization. Thank you for your honesty and for sharing your perspective. We remain committed to making TNS a place where all employees feel heard, valued, and empowered to succeed.