Development and opportunities

Building a platform for future success

The Volvo Group offers interesting career opportunities and career paths across our business and wants to attract and retain the best people. We invest in development and training and strive for each individual to have both business-related and competence development targets. Our leaders shall inspire colleagues to perform at a higher level.

Career opportunities

Working in the Volvo Group means working in an international environment with committed employees from all over the world. It is important that each employee knows how to contribute to business success.

The Volvo Group is known for its innovative solutions. Our capacity for innovation is dependent on the effective sharing of knowledge and experience within our organization. The ability to enhance and develop employees’ capacity and competencies is one of our success factors.

The most effective development comes from different forms of work assignments, such as international projects. We encourage motivated employees to move between roles and companies within the Volvo Group. In 2011, a program was launched for global mobility, aimed at making mobility between countries, functions and companies a productive and enriching experience for employees, their families and the Volvo Group.

As stated in our Code of Conduct all employees shall have equal opportunities based on competence, experience and performance regardless of gender, race, religion, age, disability, sexual orientation, nationality, political opinion, union affiliation, social background or ethnic origin.

In 2011 a program was launched for global mobility, aimed at making mobility between countries, functions and companies a productive and enriching experience for employees, their families and the Volvo Group.

Individual competence development

The personal business plan process provides support for translating corporate strategic objectives into individual objectives and contribution. The purpose is to facilitate dialogue between individuals and their managers and to ensure that employees clearly understand their role in the team and what is expected of them.

The personal business plan has business-related and competence development targets. Personal business plans are reviewed annually and provide essential feedback for both short- and long-term career paths, as well as individual competence development. All white-collar employees have personal business plans that are followed-up at the company and at Group level. Our goal is for all industrial workers to also have a personal business plan.

At the end of 2011, the business plan process for blue-collars had been implemented throughout the Group except for in a few locations. 

Securing and enhancing competences is crucial to being competitive and attractive as an employer and business. We regularly map our strategic competences, and annually aggregate findings on a Group level to identify the most important competencies for future needs. We thus offer a wide variety of training programs at all levels for employees, in specific professional areas and to promote personal growth. The activities range from traditional and e-based training to individual coaching and mentoring.  

Individual competence development is based on a personal business plan, which provides support for translating corporate strategic objectives into individual objectives and contribution.

Talent Review

The Volvo Group Talent Review is the Group's established management process to systematically and in a transparent way identify, assess and develop talent throughout the company. The process covers leaders and key positions at all levels, aimed at ensuring a sufficient supply of talent and skills, based on our Leadership Pipeline model.

The talent review meetings start from a unit level, meaning a market company, a plant, a site or a function and moves up level by level in the organization. All managers in a management team participate and the Volvo Group Executive management team conclude and review top key talents and the succession planning.

Developing talents

Every manager is responsible for assessing and developing talent in the organization. The Leadership Pipeline provides us with a structured approach to developing and preparing our present leaders as well as our potential leaders for future roles.

The Volvo Group Leadership Pipeline has been set up jointly with research institutes. It is based on successful decision styles, has been validated by global research and is also designed to support the Volvo Group’s culture and values as well as our strategic objectives.

The Project Manager Pipeline

In 2011, the Project Manager (PM) Pipeline was launched to establish a career path for project managers at all levels. The PM Pipeline will help ensure that all future Project Managers are equipped with the necessary skills and to secure project management skills. The program is based on specific Volvo Group tools, processes and methodologies; which leverages international best practices and standards. The purpose is to drive Project Manager development in a way that offers Volvo Group project managers a standard set of competencies and assessments, training and a forum to share best practices and experiences.

Specialist Recognition Program

The aim of the Specialist Recognition Program is to give visibility and to offer career perspectives to engineers with extensive experience and expertise in their field. The appointed strategic specialists will develop their field of expertise to support Volvo Group strategies and to transform discoveries into increased business value for and throughout the Volvo Group.

All specialists are appointed for three years. The appointed specialists will advance knowledge progress and development of the field in order to secure the implementation of cutting-edge technology. The specialist has a lead role as internal and external technology consultant, counter part and mentor. Networking, both internally and externally, is a basic tool for the specialist to retrieve and drive forward progress and development. The specialist can also be made available for lectures, seminars and training courses in his/her field of expertise.

Volvo Group International Graduate Program

In 2011, the Volvo Group International Graduate Program recommenced after a break during the recession. Nearly 3,000 university graduates applied to the 12-month training programme that started in September 2011. The 27 selected trainees come from China, the USA, Brazil, India, Japan, Poland, Singapore, South Korea, Sweden and the UK.

Inspiring leadership

Our leaders must be team players who can enhance both individual and team performance, as well as provide motivation. Managers at all levels need strong leadership and communication qualities. The Volvo Group has a number of training programs to support managers at different phases of leadership.

In 2011, the Leader Development project delivered four global leader development programs, one per level in the Leadership pipeline. These are now being implemented in Volvo Group.

In 2011, the Volvo Group also introduced a learning strategy which emphasizes that most learning take place while working. Accordingly, a number of “manager guides” have been created, to support managers for example regarding mentoring.

The self-managed learning method is also a tool supporting employees and managers in their development.

Compensation and benefits

We aim to be a competitive and attractive employer. Pay, and benefits, are important drivers, as are career opportunities, personal development, culture and values, leadership, company performance and reputation. Equal pay for work of equal value is the guiding principle. Individual salaries are based on position, the market and the employee’s performance, and comply with the salary practice in each country.

In addition to fixed salaries and variable remuneration, other customary benefits are usually offered such as pension solutions, health plans, company cars or car allowances, recreation facilities, insurance and so forth. The programs are country-specific and comply with local practices. The purpose of the benefits programs is to:

  • Offer total remuneration packages relevant to the specific country and employee category
  • Offer basic protection through insurance arrangements for areas such as sickness benefit and pensions
  • Promote areas such as diversity, health and well-being