Continuous learning supported by effective resourcing
We aim to support our employees to perform to their fullest potential, and we encourage continuous learning. In our effort to offer our personnel further opportunities for development, we strive to improve our ability to plan for the competence, knowledge and skills that will be needed in the future in the different areas of our business.
In 2011, we started implementing the global Metso Job Leveling system to make our job structure more systematic and to improve its transparency. The implementation will continue in 2012; eventually, the system will enable better resource planning and will support our employees in career path planning by offering globally uniform information on different job requirements.
Additionally, developing our compensation and rewarding practices to support a performance-driven culture is important in the context of engaging our employees and motivating them to develop their potential.
The annual review process in competence development
The annual review process is an important opportunity for employees and their supervisor to discuss individual performance and targets. In 2010, we divided the annual review process into two separate reviews – the development review and the performance review. This ensures that both parts of the annual review are given the appropriate focus.
The new model, effectively used in 2011, also created a unified structure for the discussions. The performance review focuses on setting and achieving personal goals, while the development review focuses on development needs. With the development reviews, we want to ensure that we have a learning organization as well as competent and committed personnel. The development reviews also support employee career planning, internal mobility and the sharing of knowledge within the organization.
In 2011, the development review was also further developed to include our company values as well as Competency Model competencies for each job family (e.g. sales, service, etc). This supports the achievement of our vision, mission and strategic targets.
In 2011, 60% of our personnel participated in the development review process and 51% participated in the performance review process.
Number of Performance reviews completed (2011): 9,996
Number of Development reviews completed (2011): 14,223
According to our reviewed reporting instructions, only performance reviews with complete documentation have been included in the figures. The completion rate for 2011 is 65%. The completion rate of partially completed reviews is much higher, as some chose to use only part of the performance review database documents. These partially completed reviews are not included in number of annual reviews performed.
Networking and new perspectives from training
The training programs in Metso's international training portfolio are important for developing leadership skills and competencies. Metso's talent development portfolio includes international programs that support and develop our leadership and people management at different levels; for example, Metso Compass focuses on operational excellence, Metso Navigator on strategic alignment and Metso Catalyst on pursuing new business opportunities.
The goal in Metso's global training programs is to enable people from different business functions and areas to network and gain new perspectives and solutions for the challenges of everyday work. Project-based learning plays a significant role in all of the programs. The local training offering complements these international programs.
In 2011, our training offering focused on management programs especially to further develop our leadership skills. In 2012, we will include a new Services Management program in our training portfolio.
In 2011, a total of 173 (2010: 307) Metso employees spent a total of 1,469 (2,010) training days in our global training programs. In other training programs supporting competence development, we continued investing in the promotion of Metso-wide cooperation. Our training expenses in 2011, excluding the wages and salaries of the participants, totaled EUR 12.4 (11) million.