Electrolux 2006 Annual Report Download - page 46

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talent management
Managing talent for
transformation
Making sure that happens is the objective of the annual Electrolux
Talent Review process, in which more than 3,000 employees are
reviewed each year. The process includes appraisal talks between
the managers and their employees. This approach allows Electrolux
to continually assess that its talent pool matches the company’s
strategic challenges. In addition, managers at Electrolux go through
different levels of leadership training. These courses, which foster
a common approach to business and leadership, are intended to
take Electrolux forward and improve overall business results through
accelerated development of the leadership capabilities of manag-
ers. Between 2003 and 2005, 1,240 managers participated in the
courses. Now that the programs are established, 251 managers
attended in 2006, as new managers come aboard or existing man-
agers complete their training.
Internal recruitment
In 2006, Electrolux continued to recruit the overwhelming majority
of its talent internally, with 84 percent of the top 200 vacancies
recruited from the Group’s internal talent pool, compared to 56
percent in 2004. The Open Labor Market, the company’s major job
posting and recruiment tool that advertises available jobs, has
helped enhance this trend.
Talent management is a strategic priority for Electrolux, especially at a time when the company is
rapidly transforming from a traditional manufacturing and engineering company to a marketing and
consumer-oriented company. The Group needs to have the right people with the right competen-
cies, in the right positions to lead the company through this evolution.
Injecting new skills
In the transition towards becoming a more consumer insight-driven
company, Electrolux has also needed to inject external competen-
cies and skills, particularly in areas such as Brand and Marketing,
Product Development, and Design. Over time, the Talent Review
process will also contribute to providing and extending these neces-
sary skills within the company.
Diversity
Electrolux is a global company and management recognizes the
importance of having a diverse workforce to better serve a wide
range of markets and consumers.
Driving greater cultural and gender diversity has been an added
benefi t of Electrolux strategic partnership with AIESEC, a leading
global student organization for development of youth leadership,
as the AIESEC interns come from many different countries and the
organization has a good gender diversity mix.
While the primary goal is to increase the number of young poten-
tials in the Group and to develop the Electrolux employer brand, the
partnership serves other strategic purposes. For instance, the
Group’s focus on building up operations in Central and Eastern
Europe has been supported by the presence of a number of train-
ees from the region. Electrolux in 2006 retained 70 percent of its
AIESEC interns.
» Gender distribution
» Employees, by geographical areas
Europe 49%
North America 28%
Latin America 10%
Asia 5%
Pacific 5%
Rest of the world 3%
Group-wide
Share of women 35%
Share of men 65%
Senior managers
Share of women 9%
Share of men 91%
Group Management
Share of women 11%
Share of men 89%
Board of Directors
Share of women 43%
Share of men 57%
42