Our personnel

Competent employees who have the necessary expertise and who feel happy and satisfied at work are the cornerstone of our success. During the year, we focused our efforts on improving the well-being of our personnel, strengthening their customer-oriented approach and expertise, along with work rotation and listening to what our employees have to say.

  • The main theme of our personnel development was improving their customer-oriented approach, which was supported with several events and various training.
  • We practised giving and receiving feedback and charted our joint know-how in competence games that involved the entire staff.
  • Both short-term and long-term work rotation grew more popular.
  • The amount of training offered increased a great deal from the previous year.
  • Once again, our summer intern programme was extensive and successful – many of the interns continued working for us part-time in the autumn.
  • Our investment in well-being at work paid off: 74% of our employees feel that their well-being is being looked after at work.

Key figures on personnel

No significant changes occurred in the number of Caruna personnel during 2016. Employee turnover rate was approximately 5.9 percent in 2016. We hired 21 new permanent and 10 fixed-term employees. Of all the employment contracts, 18 (6.6%) were fixed-term and 5.1 percent were part-term.

We employ roughly twenty fixed-term summer interns a year to perform various roles. They act as stand-ins for regular employees who are taking their summer holidays, or as compilers of various theses and final year projects. In addition, Caruna had 22 temporary agency workers at the end of 2016. We use them to even out peak periods especially in customer service tasks, but also in IT projects.

In Caruna’s operational model, contractors and subcontractors play a key role in network building and maintenance. We directly provide jobs to some 2,000 people and indirectly to 4,000 people in Finland.

Job satisfaction

We regularly assess the job satisfaction of our personnel. In the autumn of 2016, we had the extensive Kaiku employee survey done for the second time. We also completed three brief Pulssi surveys. The Kaiku survey gave our employees the opportunity to suggest development actions and to give open feedback on matters affecting their job satisfaction. The engagement index in the last survey of the year was 65 (2015: 76). Although this is still a reasonable result, we take it being lower than the previous year very seriously and immediately embarked on corrective action.

The results of the Pulssi survey provided a basis for team-specific development plans. The results showed that people find their own tasks meaningful and the work community good. There is room for improvement in internal cooperation within the company, customer orientation and opportunities for personal development. These were the same themes that came up in the autumn of 2015. The 2016 study also demonstrated that the quality of supervisor activities varies.

Some measures relating to these development areas were already launched at the beginning of 2016. In order to improve internal cooperation, we encouraged our personnel to engage in work rotation, which will help to increase their understanding of each other’s duties and roles within the organisation. Caruna’s Management Team lead by their example and each member of the team spent at least one workday shadowing, for example, a member of the customer service team.

The development of the customer experience was the theme of the year at Caruna.

The development of the customer experience was the theme of the year at Caruna. In the autumn, we communicated our new customer strategy and customer paths to our personnel during a shared day-long development event. Everyone at Caruna had an opportunity to influence the way we will improve the customer experience in the future.

Over the year, almost everyone at Caruna participated in the competence game, which involved fellow workers discussing their development within Caruna’s shared areas of competence and giving each other feedback, as well as tips and advice for future development. As a form of improving competence, work rotation and shadowing a colleague (i.e. watching them at work) grew more popular.

In 2016, we also inspected the company’s management model. At the end of the year, we reconstructed our management team work and will continue its development in 2017. Also, the targeted support of supervisor activities will be launched in 2017.

Case: The COP network creates a comfortable atmosphere outside working hours

Caruna’s recreational employee network COP proves that people at Caruna are an open and outgoing bunch.

What if you could hang out with your workmates outside of work too? Established a year ago, the Caruna Organized Professionals, i.e. COP, offers an opportunity to get to know other people from Caruna at after-work events, spend time together at sauna evenings or go and see a colleague’s musical together. COP also opens a door to networking events where you can meet employees from other companies.

“The best thing about the COP network is that you get to know your workmates through leisure activities. It’s a pleasure to realise how much professional skills and competence we have at Caruna. The network is a great way to build community spirit and everybody is welcome to join. These days, when I bump into people in a corridor or lift, it’s always someone I know,” Petri Lagerqvist, one of the founders of COP, smiles.

COP is part of the nationwide Finland Young Professionals network. Despite its umbrella organisation’s name, COP activities at Caruna are intended for everyone regardless of age, and today some 50 Caruna employees take part in them. The core team currently consists of 5–6 members, and people from all walks of life at Caruna are welcome to join and chip in with new ideas. You can decide yourself how active you want to be, but be prepared for COP to become an important part of your life.

“At our first meeting a year ago, we got to know each other using the speed-dating concept. You discover completely new aspects of your colleagues when you have a chance to talk about more than just work. Then if you come across a problem, you know exactly who to turn to and it’s easy to ask someone you already know for help,” Online Services Manager Lagerqvist sums up.

Workplace well-being

Over the year, we supported the preservation and development of working capacity in many ways. Together with Diacor, the organisation in charge of our occupational health care, we carried out three workplace surveys focusing on physical, mental and social stress factors. Diacor also organised some small-scale lectures, for instance, on stress management and getting into a relaxed state before starting a holiday.

Over the year, we continued training supervisors in Caruna’s early support model. The purpose of early support discussions is to intervene early on in any problems reducing an employee’s ability to work, to prevent prolonged absences and ease their return to work.

Our personnel gave occupational well-being a better than average score for the industry.

Our occupational well-being team coordinates wishes received from employees and strives to bring good energy to the working day through a comprehensive supply of services. In 2016, the most popular parts of this supply were the sports and culture perk Smartum, energy tests for measuring fitness level, advice and guidance at our own gym, outdoor recreation day, theatre events and expert lectures. In the job satisfaction survey, our personnel gave occupational well-being at Caruna a better than average score for the industry.

Diacor’s occupational health care was complemented by the services of the Enerkemi Insurance Fund. As in the previous year, we offer our personnel the opportunity of flexible working times, home care services for a sick child and telecommuting.

Personnel development

We want to provide our current and future employees a good place to work and develop as a skilled worker, expert or manager. In 2016, a Caruna employee used an average of 31.5 hours on training, which is three times more than in 2015. The main reason for this strong growth was the training given on our new data systems and the competence game whose aim was to support personal development.

We prioritise safety and the environment in all our activities and emphasise them also in our training.

We prioritise safety and the environment in all our activities and emphasise them also in our training. Over the year, other areas of focus included training in our renewed business processes and systems, the competence game designed for feedback and the communication of Caruna’s core competences, as well as interaction and communications training. Additional training themes included electrical engineering, occupational safety, supervisor activities and management, as well as data systems, which changed considerably over the year as part of the founding of Caruna’s own financial administration and HR management services.

In the autumn of 2016, we created the Caruna Academy concept. The academy’s lectures deal extensively with Caruna’s business activities. They are open for everyone and can be viewed as recordings after the event. We will continue to develop this concept in 2017.

Highlighting competence

The Caruna Talent operations model is a key tool for the development of Caruna’s personnel and helps us to identify the skills and skilled persons crucial for the company’s future. The model focuses on strengths and development opportunities, as well as the quality of feedback and continuous interaction. As a result, we will have a general impression of the focus areas for development, as well as concrete development plans whose realisation we will monitor regularly.

Based on the feedback from our personnel, among other things, we reconstructed the development model for our employees’ performance in the autumn of 2015. In accordance with the new model, in 2016 we emphasised one-on-one discussions between a supervisor and the people working under them that take place regularly but following a flexible cycle, and development discussions that support an employee’s comprehensive performance, development and well-being at work.

Principles of remuneration

To us, remuneration is an approach that supports occupational well-being and includes both material and immaterial benefits. At Caruna, our principles for remuneration include fairness, transparency and competitiveness. We have categorised pay grades according to a competence classification to ensure fair remuneration. We strive to reward people in a competitive manner and participate annually in pay studies, which provide information about developing remuneration.

Remuneration is directed by an individual’s performance and the achievement of the company’s strategic targets. Every Caruna employee with a permanent work contract belongs to the performance bonus system. In this system, parts of the targets are shared with everyone in the company and some are personal. For the first time, it was possible to transfer all or half of the performance bonuses paid in 2016 to a fund.