Top expertise adds momentum to inspiring cooperation
Fingrid Oyj is a Finnish company responsible for electricity transmission in Finland. The company aims to respond to changes in working life by developing the personnel’s cooperation skills, which correlate highly with engagement.
Fingrid’s operating culture is characterised by responsibility, as the company’s duty is to monitor the Finnish electricity system and maintain a balance between the production and consumption of electricity. This is reflected in the company’s operations as the personnel’s desire to do things well, to act in a planned and efficient manner.
“We are focused on achieving results and working genuinely together. Our leadership model is participatory and highlights the responsibility of individuals for their own work. Openness is reflected in our way of involving personnel in developing our operations early on in the preparation phase,” says Tiina Miettinen, Senior Vice President, HR and Communications at Fingrid Oyj.
Operating environment challenges to change
At Fingrid, employees understand the challenges related to the operating environment and the pace of change in working life. The company is renewing itself and developing multitalented employees who perceive work and different processes from the perspective of continuous development. This requires employees to have the ability to network outside the company and find new patterns of work, as expert work is transforming.
“We believe that, in the future, doing things together will increase and the operating culture will shift from following instructions to inspiring through values and from rules to self-direction.“
“We believe that, in the future, doing things together will increase and the operating culture will shift from following instructions to inspiring through values and from rules to self-direction. We are known for our high level of expertise. One of our strengths is the utilisation of state-of-the-art digitalisation, which we will continue to invest in heavily,” Miettinen states.
At Fingrid, operations are agile and the flexible business model and low hierarchy enable swift reactions. The company utilises an exceptionally high number of external service providers in network construction, maintenance and various support functions. This allows the personnel to focus on their core business and being the best in the industry.
Strength from own strategy
Fingrid ensures that the company’s vision is clear to all employees, so that they understand through their own work what the company is aiming for and what it requires of individuals. Fingrid has a model called “My Strategy”, which is based on the company’s strategy and guides how we operate in the working community on a daily basis.
“The implementation of everybody’s own strategy is steered in performance appraisals in order to help them understand how their work is linked to the company’s overall strategy. Our core message is “Keeping the lights on in Finland”. We have partially tied our personnel’s bonuses to achieving this strategic goal,” Tiina Miettinen points out.
Good cooperation skills correlate with strong engagement
In the spring of 2016, Corporate Spirit conducted an employee survey and 270 expert assessments for Fingrid with the aim of supporting the organisation and its expert work in diverse ways. The assessments helped the company see a clear connection between the personnel’s excellent cooperation skills and high engagement.
„We were pleased with the approach used by Corporate Spirit. Assessing our employees’ perceptions of their work, unit and supervisor as well as the entire organisation fits our way of developing.“
“We were pleased with the approach used by Corporate Spirit, and we felt the ideology behind the employee survey was relevant. Assessing our employees’ perceptions of their work, unit and supervisor as well as the entire organisation fits our way of developing Fingrid as a whole. Comparing the results of the employee survey with other Finnish expert organisations was revolutionary for us,” Miettinen says.
“Correlation between the satisfaction and good cooperation skills of our personnel reinforces the approach we have selected. We have utilised surveys in developing operations at the level of individuals, the entire working community and the company. Cooperation skill measurements and common ground rules, which we call the criteria for being Fingrid employees, are a good way to assess an individual’s performance,” Miettinen says.
From employee satisfaction to engagement
The employee survey demonstrated that satisfied personnel is no longer enough nowadays. Fingrid aims to reinforce the personnel’s engagement, which has been proven to promote success and enthusiasm.
“We enjoyed the way Corporate Spirit determined the level of engagement in different personnel groups and illustrated the findings with a clear index report. Our executive management group noticed that our results were excellent, even at the company level. We also appreciated the method used in reviewing the results, as it was based on the company’s vision and goals, which is essential in developing our operations,” Miettinen says.
Based on the results of the employee survey, Fingrid aims to develop everyday prioritisation skills and personal workload management, both of which are important in expert work.
Based on the results of the employee survey, Fingrid aims to develop everyday prioritisation skills and personal workload management, both of which are important in expert work. Expert teams are supported in a variety of ways. In conflict situations, the company has used team coaching to solve problems with an external expert.
Everyone benefits from developing cooperation skills
Fingrid felt it was very important to rely on the support of an external expert in going through the 270 cooperation feedback. Led by one of Corporate Spirit’s consultants, everyone who had been given personal feedback was coached to interpret the results and make the most of them in developing their expert role. In addition, everyone was offered the opportunity to take part in personal coaching. The experts regarded the support provided for utilising the results as very valuable.
“Supervisors play a key role in supporting expert work, as top experts do not need anyone to manage them. They know what they are doing, and their supervisors should pay more attention to ensuring that they are inspired and encouraged. One of the things that are permanently on our agenda is the continuous development of supervisors, as it helps us ensure the development of our employees, teams and operations,” Miettinen says.
One of Finland’s most inspiring workplaces
Fingrid is delighted to receive the “Finland’s Most Inspiring Workplaces” recognition for the excellent AAA rating based on the overall results of the 2016 employee survey.
“We are very happy to see that the underlying fundamentals are in place and the level of engagement among our employees is high. We cherish our strengths to ensure that our highly educated employees are able to meet the challenges posed by the markets in a changing world. We want to remain a workplace for inspired experts who develop themselves actively,” Miettinen concludes.
Fingrid Oyj is the enterprise which takes care of the functioning of the nation-wide high-voltage grid, the backbone of electricity transmission.We transmit electricity continuously from electricity generating companies to distribution network companies and industrial companies. We take care of the cross-border connections and promote the functioning of the electricity market. Fingrid employs .