Personnel

The leadership and development of Fingrids work community aim at an open, social, innovative and goal-oriented corporate culture. Considerable demands are placed on personnel in an expert organisation, but on the other hand, people also have opportunities to take charge and accomplish goals in an industry that has a major impact on Finnish society. Engaging and responsible leadership aims at increasing the skills of leaders and promoting self-management.

Fingrids human resource management is based on the companys corporate values, management principles, HR policy and responsible operating methods.  The companys long-term HR approach incorporates the personnel perspective in a balanced manner in the companys strategy and decision-making. Fingrid takes an engaging management approach in its flat matrix organisation in which a broad group of Fingrid employees are able to influence the strategy process.

A new HR policy was drawn up in autumn 2016. The HR policy defines the principles for practical implementation of the personnel & expertise perspective of the strategy in various areas of HR management. Management and leadership in the work community aims at continuously improving Fingrids performance. Core tasks should be taken care of effectively and productively, while also finding new and better ways of working and improving productivity. Talent management aims at meeting any future challenges by setting learning targets and by continuously developing a multi-skilled workforce. The management of workplace wellbeing aims at creating a continuously self-renewing work community at Fingrid which offers meaningful jobs and ensures the safety and wellbeing of its members. Fingrids workplace atmosphere is open and engaging, and encourages bold action, presenting new varied ideas and constructive feedback and improvement suggestions.

In our work community management, we continued to invest in the development of supervisors and leaders, for example by providing personal coaching and sparring and by creating default training paths for supervisors. Focal areas in the training of supervisors and leaders included change management & leadership as well as emotional skills. A key area in 2016 in particular was the development and self management of experts. The entire expert staff completed so-called 270-degree appraisals, which were used as a basis for personal development plans. Personnel was also engaged in defining common rules for our work community: what type of expert work people would like to do at Fingrid and how everyone can develop further as a member of the work community. Fingrids corporate values were also updated during this process. Future updates will include the criteria of expert career paths to better comply with the demands of changing work life and our new work community rules.

Fingrids equal opportunity and non-discrimination plans were updated jointly with personnel representatives. The companys current status in equal opportunity and non-discrimination issues and the corresponding plan and its implementation are monitored annually during the HR reporting process. The surveys include various methods and channels, such as workplace atmosphere questionnaires, equal opportunity studies as well as feedback from management, supervisors and all employees.

Criteria of the Fingrid work community
  • I understand the importance of my work to the customer and society
  • I work as a part of the team – I value, help and support others
  • I take responsibility for my work, efficiency, innovation and achieving results
  • I actively share my knowledge and skills and communicate so that others can understand me
  • I am courageous and open to new ideas – I question the status quo and bring new solutions to the table
  • I give and accept feedback – in a constructive way

Fingrids talent management efforts in 2016 included continued investments in continuous learning and competence development. Action was taken to support work rotation and several experts swapped their duties within the company. Good experiences of peer interaction between supervisors encouraged us to support mentoring among all other employee groups as well.

Employees were offered joint training co-ordinated at the company level, such as language courses, and individual proposals for supplementary training were also welcomed. Several people completed additional qualifications to enhance their expertise. Online training programmes were used throughout Fingrid on subjects such as data security and other security topics. The entire personnel received training on various IT systems and specialised tools. In 2016, each Fingrid employee received an average of 36 (37) hours of training. Fingrids ongoing broad and intensive projects also serve as training forums.

Innovation activities became a more and more integral part of Fingrids management system during 2016. An active innovation culture was promoted by encouraging all employees to actively participate in these activities. Examples of this include six brainstorming competitions to develop solutions for Fingrids key challenges and a virtual workshop where all employees were able to contribute, regardless of time and place, to the recognition and assessment of changes in Fingrids operating environment.

Workplace well-being was maintained through various campaigns and by supporting the physical fitness and cultural events arranged by the personnel association. Fingrids employees have access to a wide range of comprehensive occupational healthcare and well-being services that aim to support their work capacity and well-being, regardless of the location. The starting point for well-being at work is to maintain the current favourable situation. The number of absences due to illness has been remarkably low for many years now, and the high age of retirement among the employees bears further testimony to their well-being. As in previous years, the number of occupational accidents at Fingrid remained low. A total of 2 (7) accidents took place, neither of which resulted in lost working time. Absences due to accidents or illnesses accounted for 1 (2) per cent of working time during the year.

Open communication and personal interaction are also part of supporting the well-being of personnel. A document management system was introduced to improve Fingrids information management and to better facilitate knowledge sharing and the integrity of information. Fingrids entire workforce came together on two personnel days. One took place in the spring and focused on physical well-being and encouraged people to try new workouts, while in the autumn we celebrated Fingrids 20th anniversary and reminisced about the history of Finlands transmission grid. The President & CEO additionally gave briefings at all of the companys business locations during the spring and autumn.

Fingrids personnel increased slightly during the year due to the companys new responsibilities and growth in the volume of its operations. New professionals were hired both in grid operation business processes and in corporate administration.

Various studies and surveys are carried out annually to support the development of the work community, including regular personnel surveys to gauge the workplace atmosphere. In 2016, we chose to replace the previous method with the PeoplePower® concept by Corporate Spirit. We wanted a new survey partner in order to gain new insights into HR development in areas such as personnel commitment and motivation regarding both their jobs and the company.

The excellent response rate of 93.2% indicates that Fingrids personnel is interested in actively contributing to the development of the operations. The results of Fingrids personnel survey score were significantly above the standard level in Finnish expert organisations in 2016. The PeoplePower® index for overall job satisfaction was at 80.9 (scale from 0 to 100) and the PeoplePower® rating was AAA (excellent). Only around six per cent of all the surveyed organisations annually achieve AAA, the highest rating.

In order to attract new skilled employees, we took several measures to maintain and develop our employer image. For example, we invited for the first time ICT students to visit Fingrid and we participated in the Responsible Summer Job campaign competition, coming in fifth place this time. Fingrids recruiters made broad use of social media.

Towards a better working community (ParTy) and PeoplePower key indicators

Indices from the personnel survey

Picture: Fingrid scored significantly above the standard results in all the basic indices of the PeoplePower® survey. Indices of the personnel survey: personnel commitment, managerial work, performance, dedication and the PeoplePower® index.

Key events of 2016

Fingrid 20 years

Dozens of young people got summer jobs at Fingrid