We seek to be the best employer with the best supervisors
Good management skills and leadership
Good management skills are essential if we are to build a new, unified Lemminkäinen with an even more customer-oriented approach. We seek to be the best employer with the best supervisors. To implement our strategy, we need to manage performance, competence and development – and it is up to supervisors to ensure that employees know what their key tasks are. Supervisors also set targets for employees – both strategic and applied – and monitor their performance. If should problems arise, superiors are responsible for implementing corrective measures.
It is the task of our HR professionals to develop the tools that will enable supervisors to evaluate their unit’s competence level and steer it in the right direction towards stated objectives. In 2010, we focused on enhancing the development discussion process and providing supervisor training. We also conducted our first Group-wide personnel survey.
Development discussions
Development discussions are a vital management tool. Their primary goal is to encourage personnel to promote our strategy through their work: development discussions convert strategic targets into concrete everyday tasks and performance goals. In general, development discussions are conducted with majority of permanent employees.
The annual process begins with development discussions for the Executive Board, followed by other management levels. Supervisors then conduct development discussions with employees. These discussions may also be followed-up with discussions halfway through the evaluation period.
Development discussion training was given during spring and autumn 2010. During the training, supervisors familiarised themselves with the process itself, practiced different approaches and situations, and received the tools they need to conduct development discussions.
Improving management skills
In late 2009, we launched our own LEKA Management Academy. LEKA training seeks to ensure that all supervisors understand Lemminkäinen’s new strategy and know how to implement it. LEKA training also hones a variety of management skills, such as change management, leadership and interaction skills.
LEKA training comprises four modules covering all management levels from foremen to senior management. 152 supervisors took part in LEKA training during 2010. Their feedback has been extremely positive, and participants found internal networking to be of particular value.LEKA training is rounded out with supplementary management and expert courses – our Viila training package.
Our personnel survey and management questionnaire – benchmarks for success
Our annual personnel survey is just one of the methods we employ to measure our progress in developing management skills. We conduct surveys in all of our operating countries. The autumn 2010 survey was the first to cover all Lemminkäinen personnel. The survey sought to identify those factors that personnel feel are important to their work, and also evaluate how we, as an employer, have succeeded in realising them.
About 4,500 people completed the 2010 survey. This represented a response rate of 52 per cent, which is statistically significant enough to use as a basis for decision-making. The results indicated that our personnel particularly valued a good working atmosphere with seamless cooperation between both supervisors and colleagues. Other aspects that employees held in high esteem were personal satisfaction with the quality of their own work and confidence in Lemminkäinen’s continued success.
Responses also indicated that our employees are proud of us as an employer. Some of the factors contributing highly to this success included smooth cooperation between supervisors and employees, and keeping stakeholders informed about our services. Both hourly paid workers and salaried employees also favourably highlighted the opportunity for taking responsibility. We did, however, identify some weaknesses, which were mainly associated with remuneration and, particularly in the case of salaried employees, information flow and coping at work. During 2011, we will be paying attention to both our successes and those areas requiring improvement.
Those who supervised at least five employees also received a report on their management skills. 283 supervisors received feedback in 2010, and the results indicated that supervisors maintained good working relationships with employees and were successful in ensuring that units achieved their targets. Areas for improvement included providing feedback and ensuring that employees maintained and improved their competence. These results will be considered during supervisors’ own development discussions.
In 2011, we will be paying particular attention to improving management skills. It’s vital that information about results and measures also reaches our construction sites.
During the summer, over 1,000 of our supervisors gave their views on Lemminkäinen’s new strategy. The online discussion attracted a total of about 8,000 candid comments. Their dialogue indicated that our new strategy has been well absorbed, and there was widespread support among supervisors for the development processes that have been launched. The results were discussed during the autumn in a range of management forums, and the most important areas for improvement were included as targets on our 2011 scorecards.