LA10-12
Electrolux has tools and processes in place for organizational learning and knowledge management. This includes formal learning networks and Internet-based knowledge, as well as a company-own education facility.
Strong leadership that embraces both business competence and strong people skills is a key factor for success. Electrolux offers leadership programs that provide guidance for line managers, middle managers and senior leaders. The programs are run across the organization.
Electrolux introduced its Leadership Model in 2012, with the stated expectation on managers to reflect both business and people-leadership qualities. All employees are also measured on elements of the model in annual performance appraisals. The Leadership Model is underpinned by the Electrolux core competences, or the desired behaviors that enable Electrolux employees to act out the model. The core competences were communicated and implemented in 2014 and this will continue throughout 2015.
The Coaching for Performance (C4P) training program, in place as of 2013, is targeted at all managers within the Electrolux Group and is intended to promote a learning organization, encourage feedback and instill a coaching culture. During 2014 80% of line managers in the Group completed the C4P training and 122 facilitators were put in place to deliver the program. On-demand programs will be available in 2015 and beyond.
On an employee level, annual Performance Appraisals are mandatory meetings that all non-production employees have with their managers. Their purpose is to review the previous year's objectives, to get feedback on performance and set future objectives and development goals. The importance of Performance Appraisals is actively promoted by HR through internal communications but the number of appraisals conducted is not collated on Group level.
True leadership is accomplished through a combination of an individual’s skills, and the engagement, transparency and collaboration of entire teams working together towards a shared objective. In 2014, the ‘teamship’ initiative to boost and recognize high performing teams is being rolled out via workshops globally, starting Q3 2014 and running throughout 2015.
The backbone of the company’s training and education program is built on the 70-20-10 model. 70% of learning is achieved through challenging assignments and on-the-job experience, about 20% of learning is developed through relationships, networks, and feedback and about 10% of learning is delivered via formal training processes.
With this in mind, a number of mentoring programs at the sector and function levels (e.g. Operations and Major Appliances) began in 2014 and will continue. These are in addition to the existing Group Management and HR Executive mentoring programs which are ongoing.
On average, white collar employees in EMEA, North America and Asia Pacific received 11 hours of training. This represents 84% of all white collar employees in the Group.
Workshops and training are ongoing to support other aspects of the Group’s sustainability goals. These include ISO14001, Workplace Standard, OHS, Responsible Sourcing and Ethics training.
In 2014 workshops were held with the leadership teams of Business Sectors, Staff functions and with Group management to further align and integrate sustainability into the business. In all approximately 150 top managers were involved.
During 2014, the revised CoC and the industrial relations strategy were introduced to the Sector leaders and senior Purchasing management. A mandatory e-learning program was developed for line managers at unit level in plants, and slide sets addressing the practical day-to-day implications of the revised CoC were tailored to specific roles and will be rolled-out in partnership with HR in 2015.
The group-wide program Purpose highlights company initiatives that make a positive everyday difference in people’s lives and for the planet and encourages all employees to engage in initiatives that create value beyond financial and market objectives. Since the start of the program, , workshops engaging 4,200 employees have been held across the company.