Employees

In this chapter:

Career development programs, self-managed learning methods and performance reviews are essential elements for the competence development of the Volvo Group employees. Approximately 500,000 training days are conducted every year.

Approximately 500,000 training days are conducted every year.

Performance and career development reviews

All white collar employees have a personal business plan that is reviewed annually with their manager. The plan translates the corporate strategic objectives into individual objectives and contributions. 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. It includes business-related and competence development targets, and provides essential feedback for both short and long-term career paths, as well as individual competence development.

During 2012 the personal business plan has also been extended to blue collar employees, and at the end of the year the plan had been implemented for all of Volvo Group’s employees.

During 2012 the personal business plan has also been extended to blue collar employees

Talent Review

The Talent Review is an established management process to systematically and transparently 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 the 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 concludes and reviews top key talent and succession planning.

Career opportunities and development programs

The Volvo Group offers various career opportunities and career paths across the company. There are 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.

Leaders

The Leadership Pipeline develops and prepares the Volvo Group’s present leaders as well as potential leaders for future roles. The Leadership Pipeline has been set up jointly with research institutes.

The Leadership Pipeline has been set up jointly with research institutes.

The Pipeline is divided into four leadership levels and each of them has a specific development program: the Exploration, the Foundation, the Looking Glass Experience and the Edge.

The Exploration program targets employees identified by their managers as emerging leaders and interested in taking their first leadership position. The Foundation program is for newly appointed managers. The Looking Glass Experience looks at one level above – leaders with higher responsibility who manage other leaders. The last level, the Edge, is for key talents who are in a position to lead the business.

In 2012 the Leadership Pipeline programs were successfully launched in all major countries of operation, with around 650 employees participating.

Based on the business needs a similar number of training sessions are planned for in 2013.

In 2012 the Leadership Pipeline programs were successfully launched in all major countries of operation, with around 650 employees participating.

Project managers

During 2012 the Volvo Group Institute for Project Management (VGIPM) was established as a permanent function. The objective of the institute is to establish a clear career path for project managers at all levels and ensure that all future project managers are equipped with the necessary skills.

In 2012 some 1,250 employees attended VGIPM trainings and by the end of the year 330 employees were certified project management professionals by the PMI.

The institute provides a standard training set, assessments and a forum to share best practices and experiences. In 2012 some 1,250 employees attended VGIPM trainings and by the end of the year 330 employees were certified project management professionals by the PMI, one of the world’s leading professional associations for project management.

VGIPM also developed a knowledge database and an assessment center that will be rolled out in 2013. The database will support knowledge sharing across the Volvo Group, while the assessment center will support recruitments and personal development.

Specialists

The aim of the Specialist Recognition Program is to give visibility and 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 Group.

 The specialist is available for lectures, seminars and training courses in his/her field of expertise.

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, counterpart 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.

Globetrotters

The most effective development comes from different forms of work assignments, such as international projects. Motivated employees are encouraged 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.

New graduates

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 program that started in September 2011. The next program begins in January 2013 with 21 selected graduates from Sweden, France, Germany, China, Japan, the UK and the US.

 Nearly 3,000 university graduates applied to the 12-month training program.

Mentors-mentees

Mentorship is strongly encouraged at the Volvo Group and is considered to be one of the most crucial development tools for leaders.

Mentoring is used as a long-term development for the individual.

The Group defines mentoring as a learning partnership between two individuals, a mentor and a mentee. The mentor is, in general, senior in the organization and helps the mentee by sharing his/her professional and personal skills and experiences. This partnership, however, is outside of the normal line management organization, meaning that managers would not act as mentors for their subordinates.

Mentoring is used specifically as a long-term, tailored development for the individual, which also benefits the organization. It builds a visible talent pool, increases loyalty and commitment and supports organizational development.

A guide is available online to support mentees and mentors in their learning partnership.

Self-managed learning method

The Volvo Group’s learning strategy emphasizes that most learning takes place while working. Accordingly, a number of manuals have been created, to support managers and employees to find ways of learning in addition to classical training courses. The self-managed learning method is also a tool supporting employees and managers in their development.