Electrolux 2008 Annual Report Download - page 48

annual report 2008 | part 1 | employees
People Vision
In 2008, the Group formulated the Electrolux People Vision. The goal of the vision is to create
an innovative corporate culture in which the experience of the Group’s personnel is utilized,
and to give employees with diverse backgrounds the opportunity to maximize their personal
development. Implementation of the vision throughout the Group has begun.
Since the start in 2000, Electrolux Design Lab has
received thousands of entries from students in more
than 100 countries.
The sixth annual Electrolux Design Lab competi-
tion was held in 2008. Students of design through-
out the world were given the challenge of designing
the Internet-generation’s future household appli-
ances. The designs had to be capable of entering
production in 2-3 years. More than 600 contribu-
tions from 49 countries were received.
The publicity given to the competition in the
media has not only strengthened the Electrolux
brand, but has also created a perception among
Electrolux Design Lab 2008
many talented students that Electrolux is an inno-
vative and responsible company to work for.
The winner of the 2008 competition was the
Flatshare concept, created by the Austrian design
student Stefan Buchberger. Flatshare is a refriger-
ator comprised of several stackable elements,
intended for people who share living space with
each other, e.g., students with separate rooms
and a common kitchen. Like all previous winners,
Stefan Buchberger received not only the honor of
being a winner, but also a six-month traineeship in
one of the Group’s design departments.
Diversity among personnel and a working climate that rewards
creative thinking are vital factors in the Group’s corporate culture.
An innovative corporate culture and personnel with diverse back-
grounds create a framework for developing innovative products,
and for enabling personnel to develop in their daily work, identify
new working methods, solve problems and achieve performance
that surpasses expectations.
The Group’s ability to compete in the global market is depen-
dent on diversity. Personnel with differing backgrounds contribute
to greater understanding of consumer needs in different coun-
tries. Electrolux has a number of tools for personnel and managers,
designed to contribute to the realization of the People Vision:
• Talent Management; Succession planning
• OLM, an internal database for vacant positions
• EAS, a web-based survey for employees
• Leadership development at all levels of management
Talent Management ensures competence
The Talent Review Process is designed to ensure identification
and utilization of internal talent and to fulfill requirements for com-
petence, both short- and long-term. This includes evaluating
managers and specialists on an annual basis. In 2008, approxi-
mately 3,500 managers and specialists participated in the review
process, a greater number than ever before.
Succession planning is a vital component
Succession planning is a vital component of Talent Management.
The Talent Review Process enables identification and utilization of
internal talent, as well as preparation for new challenges.
OLM increases internal recruitment
The company and its personnel share responsibility for each indi-
vidual’s development and career. Electrolux encourages internal
mobility across Group workplaces throughout the world and
between specific operational areas in order to enhance compe-
tence, create new ideas and develop future managers.
The most important tool for increasing internal mobility is the
Group’s Open Labor Market (OLM), a database that stores all
vacant white-collar positions. The numbers of advertized vacan-
cies and applicants in OLM have shown a strong increase.
EAS reflects integration of the People Vision
The Employee Attitude Survey (EAS) is a web-based tool which
gives personnel throughout the Group an opportunity every year
to submit their perceptions of Electrolux as a company as well as
suggestions for improvements that can help to realize the vision.
Leadership development ensures consistent approach
Electrolux maintains a number of Group-wide leadership pro-
grams that contribute to a consistent approach to leadership, irre-
spective of cultural differences. In 2009, a new leadership pro-
gram will be launched for the 200 senior managers within the
Group. The goal is to steadily accelerate implementation of the
Group’s strategy, and to reinforce the perception of Electrolux as
a cohesive, global company.
Electrolux People Vision
The Electrolux People Vision is to have an
innovative culture with diverse, outstanding
employees that drive change and go beyond
in delivering on the Group’s strategy and per-
formance objectives.
44