Volvo 2001 Annual Report Download - page 30

Performance and appraisal review
Each manager is to hold an appraisal dia-
logue with his/her employees at least once a
year. Employee dialogues are individual con-
versations where the manager and the
employee compare notes, provide feedback
and discuss the future and goals. The manag-
er is responsible for ensuring that the dia-
logue takes place. The dialogue is to form the
basis of the individual development plan
that is to be established for each employee.
The purpose of the development plan is to
clarify planning and provide an instrument
for following up development and goals.
Job rotation and diversity
Today there are 600 persons assigned to
Volvo organizations outside their home
countries in 55 countries around the world,
with the aim of sharing and adding expertise.
This category of employees increases annual-
ly and rose dramatically following the acqui-
sition of Mack and Renault V.I.
Diversity promotes creativity and also
increases the opportunities for effective
international cooperation and greater under-
standing. For Volvo it is important to utilize
all expertise regardless of a person’s gender,
nationality, age and education. Volvo has
programs that support the recruiting process
designed to increase the diversity within
Volvo.
Volvo Attitude Survey
Each year, a “Volvo Attitude Survey” is con-
ducted among all employees in order to
determine how the organization is function-
ing and how employees perceive their work.
The Volvo Attitude Survey is a tool facilitat-
ing the internal improvement process. It
does not serve primarily as a measuring
97 98 99 00 01
Net sales*/employee,
SEK M
1.94 2.05 2.18 2.22 2.55
* Excluded divested operations
0
97 98 99 00 01
Operating income*/
employee, SEK T
185.5 161.1 139.6 122.9 (9.5)
* Excluded divested operations
VOLVO IN SOCIETY
Employees
The Volvo way
The Volvo Way describes Volvo’s values, its
corporate culture and the way Volvo works.
It is designed to make clear how employees
and managers shall cooperate in the best
possible way, and to define how Group
objectives shall be met.
The Volvo Way shows how the core
values – safety, quality and environmental
care – are to be reflected in policies and
operational activities, all with the aim of ful-
filling the Volvo Group’s strategic objectives.
To support a continuous dialogue on The
Volvo Way, a series of workshops are held
during the year. The employees are given the
opportunity to have a dialogue with their
colleagues and their managers on key issues
in The Volvo Way. It is the employees who
make The Volvo Way a reality.
Competence
In today’s business environment a key suc-
cess factor is to develop and take full advan-
tage of the competence in the company. The
competence of our employees is the compe-
tence of Volvo. The Operational Develop-
ment Program (OD) is a method for change
and improvement work within Volvo. OD
has provided first-class improvements in
areas such as customer satisfaction, product
quality, cost savings and process control. It is
also a forum for continuous team and leader-
ship development, leading to a more stimu-
lating working environment and a competi-
tive operation.
The responsibility for skills development
rests within each business area. Volvo
Learning Partner provides a Groupwide plat-
form for skills development within Volvo.