The ability to attract and retain skilled co-workers is important for the company to remain competitive.
Competition for talent is intensifying meaning it is more important than ever for Clas Ohlson to be a values-driven and sustainable company.
It is essential for us to be able to offer a stimulating and healthy work environment, where our co-workers feel physically and mentally fit; we also want there to be trust and a sense of security and belonging.
Clas Ohlson takes an active and preventive approach to increase work attendance, which involves investing in leadership, skills development and health promotion. Good health, wellbeing and safety are all important success factors.
We believe that diversity leads to innovation and helps us to predict future needs and challenges.
We have common policies and processes that govern how we work with HR issues. Work is managed through our HR forum where we prioritise, coordinate, follow up on and evaluate our efforts in this area.
Our induction programme ensures that all new starters are given a broad understanding of Clas Ohlson’s history and values, our vision, our mission and our sustainability work.
Regular skills development and tailored additional training, both on an individual basis and in groups, are available to all our co-workers. Clas Ohlson Academy coordinates and manages training at all levels and in all our markets, digitally and in classroom environments.
We regard new responsibilities as a path to new challenges within the Group, and there are great opportunities to learn more or to shift focus and work internationally. Career planning and internal development ensure that the Clas Ohlson spirit follows us to new markets.
Our goal is for employee attendance to exceed 96 per cent by 2020. During the 2017/18 financial year, employee attendance was 95 per cent.
Neither men nor women represent less than 40 per cent of any individual occupational group; this also applies to senior management. During the financial year, 34 per cent of directors were women.
In the 2018/19 financial year, we will define goals and begin measuring employees’ experience of how well we live up to our business goals, and of the skills we need in our transition to a more digital business model.