HR strategy
In June 2012, Edita’s board approved the Group’s new HR strategy, which emphasizes management, competence, commitment and wellbeing.
At the same time, the three-year HR activity plan for 2012–2014 was launched, and we began communicating the strategy to the employees of Group companies in autumn 2012.
Development work for the HR strategy included assessing the needs of the Group’s business operations, the drivers of change in the market and the internal operating environment.
For this purpose, important stakeholders were interviewed, Edita’s personnel study and structure were analyzed, and a manager survey was carried out.
Leadership
Our goal is to raise managerial work at Edita to a level that supports the wellbeing of employees and their commitment to the company.
In 2012, we defined the most important competences of an Edita manager. At Edita, a manager must be able to set clear goals and support the employees in achieving them. Managers also need the ability and courage to make decisions, organize and delegate, as well as to support employees in their development. We use this definition as a basis for evaluating and developing leadership competences systematically.
We will launch two important development projects in 2013. The companies’ management teams will participate in the leadership development program. A total of 15 young employees at the Group’s companies who excel in their work and are interested in taking on a managerial role at Edita will be selected for the training program for young potential managers.
Competence
Our goal is for all Edita employees to have the possibility to develop as experts and, as a result, to perform well in their tasks both now and in the future.
In 2012, we began defining the working roles of employees and the competences required for the different tasks at work. In cooperation with the companies’ management teams, HR mapped out the company’s key employees, the possible future steps in their careers and their successors, while also recognizing young prospects.
This work will continue in 2013. We will mirror the competence of each employee against the demands of the role and, if necessary, draw up a personal development plan. Our development plans for team- or company-specific competences are based on the competence level required by the company’s business goals, as well as by the needs of the business strategy to develop competence in the long term.
At the end of 2012, we began the implementation of the Stella information system, which supports the management of competence and performance. Stella will be adopted by all of the Group’s companies in 2013.
Additionally, we will define the most strategically important roles and competences in our companies. For these key roles and competences, we will draw up development plans that are in line with our business strategy.
Commitment
Our goal is for all Edita employees to enjoy their work and to feel that they are being rewarded for their performance.
Starting in 2013, we will measure our employees’ commitment in an annual employee survey. The purpose is to understand which factors have the greatest impact on employees’ commitment to Edita.
We aim to create models that guide and recognize good performance, and which thereby increase employees’ commitment to working at Edita.
Wellbeing
Our goal is for all Edita employees to feel comfortable in and enjoy their work, so that nobody is excluded from the group.
We support the physical wellbeing of our employees by offering them a safe and appropriate work environment, as well as the possibility to maintain their fitness levels. We want to ensure that Edita employees have a balance between their work and leisure, and we support their interest in keeping fit based on local practices.
Psychological wellbeing is influenced by factors such as social relationships at the workplace, workloads and the adaptability of employees’ own competences to their work tasks. We support these through development discussions and the systematic development of competence.
Social wellbeing at Edita is connected to the work environment and a good atmosphere. We measure this in the annual employee surveys and emphasize it when developing managerial work. The development of wellbeing is carried out at company level and development measures are targeted to local needs.