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Stefanini Group
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Colliers Metro Detroit 2 Corporate Drive, Suite 300 outhfield 248 540 1000 www.colliers.com/detroit Stefanini Group’s North American headquarters is based in South eld. | STEFANINI GROUP
Stefanini Group
Stefanini Group’s HR team helped transition employees from in-person to remote o ce work, leading the company to increased productivity and improved employee and client satisfaction.
Stefanini Group is a global technology consulting rm, with its North American headquarters based in South eld. e company has 3,400 employees in its North American and Asia/Paci c region and 25,000 employees globally.
In March 2020, all employees at Stefanini’s South eld o ce switched to remote work in response to the coronavirus pandemic.
In the span of a week, the HR team briefed employees on how to e ectively work from home. To keep employees connected and informed, the HR team maximized communication e orts through phone calls, e-mails and virtual town hall meetings.
“It was a great deal of communication on all ends of the spectrum in order to get all of these employees remote,” said Heidi Hagle, Stefanini vice president of people and culture. “ rough all of the panic of wondering whether it was going to work, it absolutely did.”
Employees who were used to working face-to-face quickly shifted their working model, collaborating on client projects using online business collaboration tools like Microsoft Teams. Clients were also consulted virtually through the platform, as well as a variety of other tools.
e remote working model proved to boost productivity among its employees. e company saw an increase in employee attendance and an increase in the amount of work processed during a shift, as well as other factors.
“When people know if they’re trusted in their power their productivity goes up,” Hagle said. “And then they have the exibility to manage their own time.”
Employee and client satisfaction also increased. Using Flex Surveys, an online survey platform that measures employees engagement scores on a scale of 1-5, employee engagement increased from 3.9 in 2019 to 4.1 in 2020. Client satisfaction also increased. In annual client surveys, client satisfaction went from 92 percent in 2019 to 94 percent in 2020.
“Employees were so dedicated to making this work that their productivity went up, and their experience that they can give the customer was better in some cases,” Hagle said. “It actually improved what the customers' perception was of us.”
As a result, Stefanini launched a new project, Stefanini Everywhere. e project implements new work models and an expanded talent pool. e three work models include 100 percent remote teams, face-to-face and remote, and a exible model in which the employee, Stefanini, and client determine the working format together. e new models allow employees to be recruited from all over the world.
“Talent is hard to nd right now if you're focused on just one geographic area,” Hagle said. “Our recruiting team can now look in many di erent places, and have a much broader pool.”
Today, nearly 25,000 employees are successfully working remotely across its global footprint.
“While the global pandemic brought tragedy and challenge, it also brought great triumph and had a positive e ect on how we think about the world of work — that it can be done anywhere, successfully and with great productivity,” Hagle said. “What we’ve experienced this past year will have a profound e ect on our future and continue to open our eyes to the possibility of nding talent to be a part of our team, wherever they might be.”
—Heidi Hagle, vice president of people and culture, Stefanini
Rachelle Damico Special to Crain’s Detroit Business
