Saab 2010 Annual Report Download - page 53

Our work with human resource issues supports the Saab
Group’s goals and strategies. With the right employees in
the right places at the right time, we can be an efficient,
unified and competitive company.
OVERALL OBJECTIVE
To be an employer of choice for current and future employees in our home
markets.
Management
Overarching responsibility for Saab’s HR work rests with the Senior
Vice President and Head of Group Human Resources, who is a
member of Group Management. Co-operation and joint develop-
ment take place through the function areas by representatives of the
business areas under the leadership of the HR sta. Together with
function managers on the HR sta and HR managers in the business
areas, they form HR council, which meet four to six times a year to
decide on key HR issues.
Activities 2010
e basis assumption in our HR work is that Saab, as a company of
opportunities, is constantly developing. We take responsibility for oer-
ing continuous development opportunities tied to our business chal-
lenges. Our employees should be active and committed and take
responsibility for their own competence and continued employability.
In , we worked on harmonising HR processes, further devel-
oping our culture and actions, and long-term talent management.
Right place – Harmonising HR work
During the last year, we have continued to co-ordinate and introduce
uniform routines and processes within the Group. Everything from
training and leadership development programmes to administrative
routines, system support and branding is now managed from a holis-
tic perspective. e goal is even better quality in our mission-critical
HR issues.
We have developed an HR strategy with priority areas, a uniform
process of working and Group-wide system solutions, for example,
for recruiting and HR data. All Group processes and policy docu-
ments are draed and currently managed by the HR sta in close co-
operation with the business areas.
Harmonisation work in  also included areas such as employ-
ment conditions and principles, the launch of a uniform introduc-
tory programme for all new employees, the level of service we oer
and a review of wage-setting and wage analysis.
In addition to co-ordination, we have also focused on savings and
eciency improvements as well as organisational changes, layos
and resource adjustments.
Right things – Supportive culture and behaviours
Measures to strengthen the communicative leadership of our man-
agers have been successful. e impact is evident in the 
employee survey. Our employees are satised with their managers’
leadership, and there was an increase in all areas related to leader-
ship. is work is important in that it shows our employees oen
have more condence in their manager than those higher in the
organisation. is makes front-line managers the most important
ambassadors for future eorts to change our culture.
EMPLOYEES ACCOMPLISH
OUR GOALS
HR goals Results 2010 Goal 2015
Employer of choice – internally (total satisfaction) 69 75
Employer of choice – externally (Universum) 10th 5th place or better
Communicative leadership – Index 67 73
Employee reviews , % 83 100
Development plans, % 71 100
Wellness ratio, % 79 80
Percentage of female wage-setting managers 19 30
50 SAAB ANNUAL REPORT 2010
ADMINISTRATION REPORT > SAAB’S EMPLOYEES