Personnel

Motivated employees are the key to success for an expert organisation like Fingrid. The leadership and development of Fingrid’s 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, the employees 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.

CEO of one’s own work

As technology evolves, working life changes continuously. Jobs are being replaced by robotics, but at the same time, new professions and tasks are emerging, and competence requirements are changing. Social and interaction skills, as well as the capacity for renewal and critical thinking, will be increasingly highlighted in future. Independent decision-making by experts, and responsibility for work efficiency and personal development will increase.

Fingrid’s personnel strategy aims at responding to changes by offering its employees opportunities to develop and grow their competence. Viewing securing expertise as a strategic choice improves the quality of personnel planning and helps the company to better prepare for future needs. Fingrid takes a broad view of learning and development: we offer opportunities precisely for on-the-job learning with the help of demanding tasks and diverse projects. During the year under review, a considerable amount of work rotations took place in the company.

At Fingrid, equal opportunity and non-discrimination are part of the corporate culture. Alongside responsibility, openness and efficiency, impartiality is one of the company’s values.

The company’s 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.

We invest more than a million euros annually to develop both the work community and each employee’s personal development. The company offers joint training, but personnel are also given the opportunity to independently suggest training to complement their competence. During the year under review, language instruction, presentation and communication coaching, IT system training, as well as training support to units and teams in change situations and in developing their operations was arranged for personnel at the corporate level. In 2017, each Fingrid employee received an average of 4 (5) days of training.

In addition to securing expertise, we focus on the ability of the employees to lead themselves. In order for every employee to be the CEO of his or her own work, the management approach throughout the company must focus on coaching and engaging people. This goal is promoted both in supervisor training and during coaching days for the entire personnel. Our annual cycle of management includes regular supervisor days related to strategic focal points, leadership and the company’s practices. All of the personnel traditionally convene twice a year. In May of 2017, our personnel coaching day centred on the themes of renewal and innovation.

Alongside the traditional managerial career path, we have developed a five-step model for an expert career path. Equal advancement opportunities through managerial and expert career paths give Fingrid employees the opportunity to draw on their competence and characteristics in an optimal way. We have renewed the company’s expert career criteria as part of competence development. The starting point was to establish a career path suited to all types of expert work, regardless of tasks and functions. Work community skills were strongly emphasised, alongside enhanced personal competence.

Expert criteria were modified to match the principles of Fingrid’s corporate culture. The company wishes to encourage personnel to work together, share their knowledge, learn new things and work productively. Productivity is strongly linked to an expert’s impact on the financial result, extending beyond his or her own field of responsibilities, all the way through to the company level.

Well-being through flexibility

Our slogan “Fingrid delivers” also extends to taking care of our employees. Caring and well-being are the goals of our personnel strategy. The common thread in caring is solutions supporting the individual, such as flexible working hour arrangements, support for recreational activities and comprehensive well-being.

In leadership, we primarily monitor work results rather than working hours. We are strongly in favour of flexible working arrangements, and in 2018 flexibility will be further increased at Fingrid based on employee feedback. The objective is to simplify the monitoring of working hours, eliminate double information systems and increase operations based on trust.
 

Fingrid’s 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.

Our goal-oriented well-being activities bring results, and our employees take care of themselves. The number of absences due to illness has been remarkably low for many years now, and the high age of retirement and the lowest possible disability pension contribution category bear further testimony to the well-being of our employees. As in previous years, the number of occupational accidents at Fingrid remained low. A total of 6 (2) accidents took place, two of which led to a short absence from work. Absences due to accidents or illnesses accounted for 1 (1) per cent of working time during the year.

Two personnel surveys

At Fingrid, strategic human resource management means managing people’s capabilities and competencies, participation in decision-making, competitive remuneration systems and reinforcing collaboration and organisational openness. In addition, human resource management supports change leadership and strengthens personnel’s motivation and commitment to the company.

We measure the success of the strategy annually in several ways. Corporate Spirit carried out a PeoplePower personnel survey at Fingrid. Compared to other expert organisations, the results were still excellent – the company received the best AAA rating, a result achieved only by around six per cent of all the surveyed organisations annually.

The survey is different from others in that it not only depicts employee satisfaction in a company, but also compares the results with those of peer companies. The PeoplePower index, which gives an overall picture of the organisation’s situation, was 79.6 per cent. The commitment index describes the starting points created by the employee’s work, immediate work community and perception about the whole organisation and its future outlook for personnel retention and commitment in the current labour market situation. At Fingrid, the total commitment index score was 81.4 per cent, which is clearly above the general norm among expert organisations (71.3).

During autumn, Fingrid carried out another personnel survey by participating in the Great Place to Work survey, which measures employees’ trust in the company’s management, their pride in their work and the pleasure they take in working with their colleagues. The results show that Fingrid employees are very proud of our mission and how we engage with society. Our Trust Index total score, at 87 per cent, was again at a good level. In addition, as many as 96 per cent of our employees consider Fingrid as a whole to be a great place to work.

Independent professionals

Fingrid’s personnel increased slightly during the year due to the company’s new responsibilities and growth in the volume of its operations. New professionals were hired both in grid operation business processes and in IT tasks. At year-end, the company employed 355 industry experts. 

In a bid to find new talent, we are making long-term efforts to develop our employer image. During the year, we participated in, among other things, several recruitment fairs and student events, produced videos to present our professions and clarified our employer branding communications.

Young students are an important target group for us, which is why we offer a relatively high number of summer jobs and trainee opportunities across Finland, considering our size – in 2017 to around 40 young people. For a few years now, we have actively participated in, for instance, the Responsible Summer Job campaign, as we want to be a good example of a responsible employer for youths.

Renewal and open innovation

Fingrid’s goal is to create a work community that is more capable of renewal and has more courage to embrace changes. Fingrid’s innovation efforts support this goal. Employees capable of renewal and embracing change improve the productivity and quality of operations and are able to respond to changes in the operating environment.

In driving innovation and cultural change, Fingrid has tried out a new type of ideation process that supports business innovation, involves new ways of operating and supports their implementation. During the year under review, the focus has been on creating bolder innovations and on using external insights as part of the innovation efforts.

One example of new open innovation experiments is Fingrid’s first-ever hackathon. A total of seven professional, high-level teams gathered at the company’s headquarters to resolve two tasks by discovering new innovations. 

Another example of testing new ways of operating is a power system control room development project, consisting of workshops geared towards creating insight into the kind of control room of the future that makes innovative use of new technology. The project also involved the use of artificial intelligence to map out existing research material.

 

The indices are calculated so that their minimum value would be 0 if all of the respondents were extremely critical, and the maximum value would be 100 if all of the respondents were extremely positive in answering all of the questions included in the index.

The commitment index describes the starting points created by the employee’s work, immediate work community and perception about the whole organisation and its future outlook for personnel retention and commitment in the current labour market situation.

The leadership index describes the quality of leadership based on the employees’ feelings of being valued, trusted and treated fairly.

The performance index describes the conditions that the available information and tools, organisation of operations and day-to-day practices create for efficient operations. (6 questions)

The engagement index describes how positively and unfalteringly employees feel about their work, the organisation and the values it represents and on how prepared they are to go the extra mile to achieve the organisation’s goals where required.

The PeoplePower® index gives an overall picture of the organisation’s state and its capability to meet internal and external challenges.

Key events of 2017

Fingrid comes in seventh place in the Responsible Summer Job 2017 competition

Fingrid ranked second in the survey Finland’s Most Inspiring Workplaces 2017

Fingrid’s employer promise clarified

Personal data processing reviewed

Fingrid came in 10th place in the Great Place to Work competition