Electrolux 1999 Annual Report Download - page 66

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64 Electrolux Annual Report 1999
Activities within Human Resources dur-
ing 1999 were focused on recruitment
and development of managers, which is
of strategic importance for the Group’s
development and profitability.
The goal is to achieve a more inter-
nationally diversified management team,
with men and women from different
countries and cultures.This would better
reflect the geographical spread of the
Group’s operations in terms of its pres-
ence, customers and personnel.
New guidelines
During the year a framework was estab-
lished for guidelines and activities related
to people development.The main goal is
to ensure the right competence in the
right position, and to encourage and pro-
mote mobility between countries and
business areas.This means that:
● All managers are considered as resourc-
es for the entire Group
● Each employee is responsible for their
own career
● The role of managers in people deve-
lopment is critical, and managers are
responsible to provide a supportive
infrastructure to encourage individual
growth
● All career opportunities within the
Group are open to everyone
● Each employee is assigned a clearly
defined job mission, and performance is
monitored
● Achieving success requires mobility, i.e.
job challenges and continuous learning
● Diversity is to be seen as an asset
● Managers should model the corporate
culture
● The Group shall ensure common man-
agement skills.
Active leadership
Continuously increasing competition
requires active leadership on the part of
the more than 5,000 managers within
Electrolux. Each individual manager and
employee has a vital role to play in the
teamwork that leads to success.
Every employee within a group shall
have clearly defined job missions and
goals, shall understand how their own
work contributes to the company’s suc-
cess, and shall feel inspired to maximize
the development of their potential.
Activities aimed at ensuring recruit-
ment of managers and strengthening
managerial development shall be meas-
ured and evaluated.The system of remu-
neration will be reviewed in order to
focus more intensively on contributions
and performance.
Value-based management
Since 1998, Electrolux has gradually
introduced a value-based management
system for top managers, which is also
linked to the Group’s model for value
creation.The intention is to drive this
system further down the organization
in coming years.
Open internal labor market
The Electrolux Open Labor Market was
started on a pilot basis in 1997, and was
decided to be extended full-scale in
1999. All managerial vacancies within the
Group are announced in this market.
Employees throughout the world thus
have equal opportunities to apply for
these vacancies, and everyone is informed
of the career opportunities that are
offered within the Group.
During 1999, more than 500 vacan-
cies were announced, mainly in Europe.
The Open Labor Market will be
launched for the entire operation in
North America in 2000.
Recruitment of graduates
Electrolux future requirements for skilled
managers shall be secured by recruiting
young personnel who are recent gradu-
ates of higher academic institutions.The
goal is to recruit about 500 graduates
annually.Work has started to improve our
image and positioning regarding this
important source of talent for securing
our future competitiveness.
In addition, a program has been
started for recruiting about 15 talented
leaders each year for the next three years,
who have already demonstrated in their
earlier careers that they have the potential
to become future leaders of international
businesses.They will receive various
international job assignments as well as
advanced leadership training, which will
give them opportunities for rapid career
development as international business
leaders.
Business-oriented education
Since 1995, the Electrolux University has
offered training programs in such areas as
leadership, strategic development, project
management and quality control.These
programs and other training shall be
linked more closely to the Group’s strate-
gies, business systems and need for
change, and shall focus on how work
should be performed within the Group
in actual practice with the aim of increa-
sing business competence.
Human resources
Participants in the Group’s international “Business
Excellence” program for developing management skills.