Our success is based on competent and committed employees who feel happy and satisfied at work. To ensure this, last year we made special effort to invest in employee wellbeing and professional development, job rotation and supervisor competences.
- Employee development priorities included training for business processes and systems, the most significant being the training related to the change in the customer information system.
- Our investment in supervisor competences has produced results: 69% of Caruna employees feels that supervisors are competent.
- Both short-term and long-term work rotation continued to grow more popular.
- Cooperation with educational institutions and our summer internship programme were also popular, and many interns continued as part-time employees in the autumn.
Key figures on personnel
No significant changes occurred in the number of Caruna personnel during 2017. Employee turnover rate was approximately 8.7% in 2017. We hired 27 new permanent employees and 15 fixed-term employees (employment contracts at year-end). Of all the employment contracts, 23 (8.3%) were fixed-term and 5.5% were part-time.
We employ roughly twenty fixed-term summer interns a year to perform various roles. They act as stand-ins for regular employees who are taking their summer holidays, or as compilers of various theses and final year projects. In addition, Caruna had 37 temporary agency workers at the end of 2017. They work especially in customer service positions but also in IT projects at peak times.
In Caruna’s operational model, contractors and other suppliers play a key role in building and maintaining the electricity network. We directly provide jobs to some 2,000 people and indirectly to 4,000 people in Finland.
We regularly assess the job satisfaction of our personnel. In the autumn of 2017, we had the extensive Kaiku employee survey done for the third time. We also completed three brief Pulssi surveys. The surveys gave our employees the opportunity to suggest development actions and to give open feedback on matters affecting their job satisfaction.
The results of the Kaiku employee survey were divided into several categories, all of which showed improvement, with the exception of wellbeing at work, which somewhat decreased. Most improvement was observed in the categories of personal growth, supervisor competences and leadership, and customer experience. The comprehensive employee survey showed the employee engagement index to be 67/100 (2016: 66).
Work at Caruna is considered to be motivating, internal cooperation works well, and employees are treated fairly.
The employee survey results indicated the employee experience to have improved in many areas. Work at Caruna is considered to be motivating, internal cooperation works well, and employees are treated fairly. Supervisor competences are considered to have clearly improved. However, more effort should be dedicated to developing the customer experience. The employee survey results also provided the basis for several team development plans.
In 2017, Caruna’s values were reformed in collaboration between the management and employees. The new values support the company’s new strategy. The values and the strategy were communicated to the staff in a shared development event in September. The strategy and the values continue to be put into practice in 2018.
To support the implementation of Caruna’s values and strategy, all supervisors and several agents of change participated in change leadership coaching towards the end of the year. In addition, Caruna’s management was involved in the Lead to Grow coaching programme to develop the company’s leadership, responsibilities and working methods.
The employee engagement index in the last Pulssi survey of the year was 68/100 (2016: 65).
Over the year, we supported the preservation and development of working capacity in many ways. Our occupational health care partner changed following the merger of Diacor and Terveystalo. Our good partnership continued, for example with the planning of an all-employee health survey. Occupational health care was complemented by the services of the Enerkemi Insurance Fund.
We offer our personnel the opportunity of flexible working times, remote working and home care services for a sick child.
We offer our personnel the opportunity of flexible working times, remote working and home care services for a sick child. To maintain employee working capacity, we also offer the opportunity for part-time sick leave and similar rehabilitation measures.
Our occupational wellbeing team coordinates wishes received from employees and strives to bring good energy to the working day through a comprehensive supply of services. In 2017, the most popular options included sports, cultural and commuting benefits, exercise and gym sessions with an instructor at our own gym, ski school, Pilates, cycling events, theatre visits and Firstbeat assessments. In the autumn, we launched a lifestyle course for a selected number of employee, offering both personal and group instruction to achieve better dietary and exercise habits.
Any development needs indicated in the occupational health and safety survey were addressed without delay. The rules for the open-plan office were made together with the staff. Lighting, ventilation and work ergonomics were improved in many ways.
We want to provide our current and future employees a good place to work and develop as a skilled worker, expert or manager. In 2017, each Caruna employee used on average 25 hours for training.
The competence game project, launched in 2016, continued in early 2017. The game involved fellow workers discussing their development within Caruna’s shared areas of competence and giving each other feedback, as well as tips and advice for future development. Job rotation and shadowing a colleague (i.e. watching them at work) continued to grow more popular.
Case: Work rotation
A new episode in Tytti Paananen’s life and career began with a surprise phone call. She was working for Caruna in Espoo as a network service expert when her former supervisor from Äänekosken Energia, where she had had a summer job earlier, contacted her and offered her the temporary replacement post of the manager of electrical works.
Having grown up in Äänekoski, Paananen saw many benefits in the offer: she would gain supervisor experience at Äänekosken Energia and learn more about the building and maintenance of electricity networks.
“I had been working as a network service expert for some time and so the offer of something new and exciting was well worth considering. On the other hand, I really enjoye working at Caruna and didn’t want to give up my job entirely. In the end, I decided to ask my supervisor for unpaid leave for the duration of this temporary post.”
Her supervisor and Caruna’s Human Resources department viewed the proposal favourably and encouraged her to make the career leap, although work rotation outside the company was something new for them too. And so the electrical engineer, who had grown roots in Espoo, packed up her bags and started work at Äänekosken Energia.
It was not just the scenery that changed but her job description too. Paananen was the supervisor of eight electricians and planned the construction of electricity networks and the cabling of electric lines. As a supervisor, she supervised and managed electrical works.
“I got quicker at making decisions and my confidence grew during the work rotation without my even noticing. In Äänekoski, I learned about and got to know electricity work sites and various equipment on site. Now I find it easier to understand the questions people ask us at the Caruna network service centre. It also feels good to share what I learned during my work rotation with others,” Tytti Paananen says.
At Caruna, Paananen’s workdays are filled with communications with electrical designers and contractors. The practical experience she gained at cabling work sites gave her a new perspective on her duties at Caruna.
“In a small company, everyone carries more responsibility and job descriptions are necessarily broader, so in that sense I learned a great deal from work rotation. I now see the whole picture more clearly. My role is clearer to me than before and I’m better able to take the viewpoints of different departments into account,” Paananen explains.
At Caruna, her colleagues too have noticed Paananen’s increased professional skills.
“I warmly recommend work rotation for everyone whose work and situation in life allows it. At least I encourage you to take the bold step of finding out if work rotation is possible in your case. Caruna took an open-minded view of my suggestion, and I feel that my skills and expertise are valued more than ever now,” Paananen concludes.
We prioritise safety and the environment in all our activities and emphasise them also in our training.
To collect personal feedback, we developed the 360 supervisor and 360 expert assessment tools and successfully piloted them. Presentation and dialogue coaching remained popular. In the autumn, we launched an energy sector project management training in partnership with the Project Institute and Fingrid. The training will be continued in the coming years.
We prioritise safety and the environment in all our activities and emphasise them also in our training. During the year, the key development areas included training for business process and system reforms. Other training themes included electrical engineering, occupational safety, supervisor competences and leadership. The Caruna Academy concept was further developed. The Academy’s lectures are open for all and they provide an insight into Caruna’s business and special features of the industry.
The Caruna Talent operations model is a key tool for the development of Caruna’s personnel and helps us to identify the skills and skilled persons crucial for the company’s future. The model focuses on strengths and development opportunities, as well as the quality of feedback and continuous interaction. As a result, we will have a general impression of the focus areas for development, as well as concrete development plans whose realisation we will monitor regularly.
In accordance with Caruna’s employee performance development model, we continued to emphasise one-on-one discussions between a supervisor and the people working under them that take place regularly but following a flexible cycle, along with performance appraisals and feedback that support an employee’s comprehensive performance, development and wellbeing at work. We continued to encourage individuals to be active in developing their responsibilities and competences.
Principles of remuneration
To us, remuneration is an approach that supports occupational wellbeing and includes both material and immaterial benefits. At Caruna, our principles for remuneration include fairness, transparency and competitiveness. We have categorised pay grades according to a competence classification to ensure fair remuneration. We strive to reward people in a competitive manner and participate annually in pay studies, which provide information about developing remuneration.
Remuneration is directed by an individual’s performance and the achievement of the company’s strategic targets. Every Caruna employee belongs to the performance bonus system. In this system, parts of the targets are shared with everyone in the company and some are personal.