We regularly measure the job satisfaction of our personnel and use their feedback in the long-term development of our operations.
The most recent Meininki personnel survey was conducted in November 2015. In the survey, L&T employees expressed their views related to the prerequisites of work, motivation, the operations of the unit, and management. The survey indicates what areas we have been successful in and what are the areas of improvement, both at the unit level and the company level.
The results of the survey show that L&T’s employees are dedicated to their work, and 82 per cent indicated that they find their job challenging and interesting. Our shared operating principles—service attitude, responsibility and team play—were also seen as being worth pursuing. The area in which the most respondents wanted to see improvement was cooperation between units. Supervisors’ communications and communications related to changes were also highlighted as areas that should be improved upon. We worked on developing these areas in 2016. The implementation of development measures was monitored and their effectiveness was enhanced by means including a short Meininki-SYKE questionnaire in spring 2016. The next actual Meininki personnel survey will be conducted in autumn 2017.
As part of the development measures highlighted by the Meininki survey, we began planning personnel workshops in 2016 as part of our efforts to improve the customer experience. In 2017, we will launch personnel workshops aimed at all L&T employees to work together on developing L&T’s employee experience and customer experience. We believe that, in a service company, a good customer experience is created through a good employee experience, which is why we have established a close link between enhancing the employee experience and improving the customer experience.
Systematic competence development
L&T takes a systematic and long-term approach to developing employee competencies and leadership. All of our new employees start by completing an induction training programme, after which their professional development is supported by learning on the job, career paths, job rotation and training.
In the Environmental Services division, for example, the administration model for drivers’ statutory professional qualification training was revised in 2015. As a result of the enhanced administration model, a total of 1,158 training days were organised in 2016. The training topics include occupational safety, first-aid skills, occupational ergonomics, customer service skills and environmental expertise.
Training geared towards preparing for the deployment of the Facility Services division’s new enterprise resource planning system and operating model was participated in by two pilot units from property maintenance as well as customer service personnel.
We gave Employee of the Month and Supervisor of the Month awards in property maintenance and cleaning and support services, and we also introduced awards in Environmental Services late in the year. In total, we recognised approximately 60 professionals for good work performance.
Managerial skills and consistent management practices
We ensure the competence of our supervisors through coaching focused on the development of managerial work, business development and leadership.
In 2016, we continued to implement the service line-specific KIRKASTE coaching programme for supervisors, which began in the previous year. The programme develops managerial skills in a direction that boosts the service line’s business and competitive advantage. A total of 393 supervisors have participated in the KIRKASTE programme to date.
In the future, we will develop our managerial work and leadership through methods including new coaching programmes for supervisors. All new supervisors complete basic managerial training, and managerial skills are also developed in accordance with each individual’s needs.