Kuinka esimies parhaiten tukee hyvää tulosta - Case Basware

Eliisa Lassila, Eliisa Pohtila Susanna Lehto

Varman Työkykyjohtamisen opintopolku

19.4.2012

HQ Subsidiary

Basware in Brief

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• A global leader in invoice automation, procurement and e-Invoicing • More than 1,000,000 software users in approximately 2,000 large

organizations, 20,8 million e-Invoices in 2011 • Services through a network of more than ten own offices in Europe, Asia and North

America, operation and R&D centre in India • Net sales 2011 EUR 107 Million (EUR 103 M in 2010) • Over 1 000 employees at the end of 2011 • Listed on NASDAQ OMX Helsinki Ltd Mid cap • Approximately 15,000 shareholders 1

‘One Basware’ Leadership

Basware management and leadership competences

• Professional people management • Effective Resource Management • Seeing the big picture and

overcoming barriers • Shaping the future and showing

the way • Inspirational communication • Building strong relationships,

teams and networks • Leading globally • Empowering and growing others

Performance driven teams

Strategy into

actions Shared best

practices Speed, passion and

innovation One global

Basware

Leading your team Leading the business

Bringing Basware Values to Life

Leading yourself

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•Aim for achievement •Be professional •Build on respect •Act with courage

Professional people management

Team Leader outcomes (Own team, mainly tactical)

Middle Manager outcomes (Manager of managers – converting strategy into

tactics)

Executive level outcomes (Cross organizational and external perspective,

mainly strategic…)

Examples of knowledge, skills, behaviours, attitudes.

•Recruiting

•Assessing

•Appraising

•Performance Management processes

•Structured feedback skills

•Compensation and benefit systems

•Talent reviews

•Discipline and grievance processes

•Knows the core processes and applies them promptly and consistently •Gives balanced feedback •Seeks help from the appropriate process owners when needed •Sets realistic goals and follows up as needed •Gives constructive feedback on how to improve the processes

•Role models the application of the core processes

•Drives learning needs analysis and skills development

•Coaches others in their career development

•Recruits to fill strategic competence gaps

•Incorporates talent pipeline thinking into strategic planning

•Owns and actively drives talent management strategy

•Role models application of people processes

•Seeks innovative ways to reward great performance aligned to the strategy

•Drives a forward looking performance culture

•Coaches and mentors others in terms of their career development

Proficiency level 1 2 3

Management / leadership emphasis

An example

Basware supports managers through processes and development actions

Performance management processes

•By-annual Goal and Development Discussions (GDD)

• Performance evaluations

•‘Varhaisen tuen malli’

• Career paths

•Talent management

Leadership development

• Leadership Academy – two tracks – Team Leaders – Business Leaders

• Network mentoring program • Talent program

• Long-term development area:

Competences and practical tools to strengthen skills to give feedback

4

5

HR Annual Cycle

Talent Review

Focal Round: Salary reviews

H1 H2

1

2

3

4

5

6

12

11

10

8

7

9 Q1 Result

Q2 Result

Q3 Result

Q4 Result FY Result

Business Planning

and Budgeting incl. Personnel Plan and ESS Action Plan

Salary Raises

Employee Satisfaction Survey (ESS)

ESS Analysis

Incentive Model Revision

Internal Satisfaction Survey Kick Offs

Employees of the Year

Summary of Development Requirements

GDDs: Goal Achievement Review of H2 Individual Goal Setting for H1 Review of Personal Development Plan

GDDs: Goal Achievement Review of H1 Individual Goal Setting for H2 Personal Development Plan for 1 year

Personnel Plan Update Every Month

Personnel Reporting Every Month

Internal Satisfaction Survey

Performance Evaluation

Goal and Development Discussion

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Basware Strategy

Goal and Development Discussion (Period: Jan-June and July-Dec)

Goal Achievement

Review

Personal Development Plan (PDP)

Competence profile &

evaluation Goal Setting Performance

Evaluation

- Review of the previous goals

- Definition of max 5 goals for the upcoming period

- Unit/team goals - Personal goals

- Competence evaluation in the context of the current job role - Competence profile creation or update

- Competence development plan including different learning methods (70-20-10) - Career aspirations

- Overall performance evaluation over the last year - Focus on what & how

-Is conducted only in January

Scale: 1-5 Survey: All employees in Finland • Importance: 4.1

– Solid line manager gives enough feedback about my work (success: 3.7) – Solid line manager inform me what is going on with the company, department and unit, covers

the ‘what’ and the ‘why’ (success: 3.8) – Solid line manager coaches me if I have problems or questions (success: 4.0)

• Importance: 4.0

– Solid line manager encourages me to develop myself and my work (success: 3.8)

• Importance: 3.9 – Solid line manager takes care that workloads are divided equally in my team (success: 3.7) – Solid line manager delegates appropriately (success: 3.9) – Solid line manager encourages me and my team members to bring solutions rather than

problems (success: 4.0)

• Importance: 3.7 – Solid line manager follows actively my work progress and how I reach the goals (success: 3.7) – Solid line manager promotes global perspective / thinking (success: 3.8) – Solid line exemplarily operates according to Basware’s values (success: 4.1)

Employee Satisfaction Survey – Management and leadership section (Survey 2011): Importance vs. Success

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Basware 360 assesment

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An example

Myself: 133

Subordinates: 567

Colleagues: 723

Solid line manager: 131

360 results – Top 5 (international group)

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360 Results – Bottom 5 (international group)

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Myself: 133

Subordinates: 567

Colleagues: 723

Solid line manager: 131

Open comments about solid line managers

“I am very pleased with my solid line manager. Only thing he could probably do more is to maybe tell more about what's going on in Basware altogether. On the other hand he may not know anything more than we do and our SVP keeps monthly meetings.”

“Best of the best!” “It would be nice to know what's happening in my team. Like who’s getting new

projects and why. And also visions for the future would be nice to hear.” “I have a perfect solid line manager! He supports me and our team members as

well as he can. Problem is that he is standing between the needs and the people that makes the decisions. For the future he is the person that Basware needs to take care better. He will be valuable asset in side company in future if Basware will keep him happy. He has helped me to develop new job description for me, but HR is not helping him or our unit leaders to finish this work important work.”

“A sympathetic person but a very passive manager. Could be much more pro-

active in everyday work and show interest in the operations.” “He has so many irons in the fire same time that our team doesn't keep behind.

He is a master of meetings!!”

Esimiehen puheenvuoro

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Optimismista, itsehillinnästä, nöyryydestä, työnilosta ja positiivisesta energiasta,

kuuntelun taidosta ja aitoudesta, niistä on hyvät pomot tehty!

Pia Lappalainen: ”Socially competent leadership” Aalto-yliopisto Lappeenrannan Teknillinen Yliopisto