Learning and talent development
Changes in the business environment are placing high demands on competence development needs. During the year, recruitments as well as acquisitions took place to strengthen our competences across different businesses.
The overall digitalization of society, the emergence of new business models, and automation of traditional IT services, are impacting competence needs not only for Tieto but for the whole IT industry. New roles arise while others become obsolete. This trend calls for developing existing in-house competences as well as acquiring new ones.
At Tieto, we need expertise with deep knowledge of IT and experience of the latest technologies, as well as with an understanding of specific industry and customer needs. Naturally, knowledge of local market environments, legislation and regulations are also important. To support our competence needs, recruitment in growth areas such as Customer Experience Management (CEM) and healthcare continued in 2015. As a whole, approximately 1800 employees were recruited during the year. In addition, three acquisitions took place, helping to further strengthening our competence base and bringing approximately 500 additional employees on board - Software Innovation, Imano and Smilehouse.
To support the need for constant development, our training focus has shifted from traditional, individual-driven training towards more business-driven sharing and collaboration. We are nurturing an Open Source culture, where we all can share, grow and learn. Activity based office premises, and online tools supporting flexible ways of working, are two examples of how we strive to create a work environment supporting this culture. According to our latest Voice survey, 72% of employees stated to be favourable of the Open Source culture - evidence of the belief and commitment from our employees to live our company culture.
In today’s evolving IT environment, the development opportunities for individual employees are boundless. As a whole, we support our employees’ growth and learning with multiple options, including job rotation, on-the-job learning, self-study, working in different assignments, and through various trainings and e-learnings, to mention a few examples. Approximately 730 trainings are available in the Tieto Academy training portal on a regular basis, and we also organize trainings based on needs.
Every year, we also conduct specific training programs. In 2015, we initiated an Igrow program. This six months development and training program aims at helping employees to take on new challenging roles and assignments. The first program gathered 24 young talents and emerging leaders. To support our project managers - one of our key competences - we implemented a separate training portfolio in 2015, targeted specifically at this group of employees.
Our HR policy states that the present and future employability of the workforce should be supported by continuous learning and competence development. According to our Voice survey, 87% of employees had a goal and development discussion in 2015. Taking attrition and workforce dynamics into account, our annual target is 90%. While annual goals and development discussions have been a regular part of competence and performance development and planning cycle, we are more and more moving towards a new culture of continuous dialogue and feedback between the manager and the employee. The underlying driver is the need for constant renewal for the individual as well as the company.
In Tieto, Group-level talent and leadership development activities that support businesses are coordinated and developed by our Global Human Resources. Professional development is carried out within business operations.