Atria carried out its first Group-wide personnel survey in 2008. The survey carried out at the beginning of 2015 was the third study concerning all employees. The Group-wide response rate was an impressive 80.1% – markedly higher than in the reference companies. Atria’s employees feel that they can make a difference by responding.
The personnel survey offers an opportunity to share what it is like to work for Atria. The employer wants to find out whether its guidelines, structures and development measures for employees are relevant in various business areas. The results also reveal new development needs to address. Personnel surveys are part of the company’s normal operations, and development measures are integrated into day-to-day work. In addition, it is interesting to see how Atria fares compared to other companies.
“We always compare Atria’s results to those of similar companies specific to each country. Atria fares well against the standard level: in terms of job satisfaction, we fall into class AA, meaning that we are at a good level. The responses also show that our employees are highly committed. This is an emotional aspect that is evident in practice, in that our employees are willing to recommend Atria as an employer,” says Kaija Ketola-Annala, HRD Manager at Atria Finland.
Another very positive aspect is that employees believe in Atria’s management culture and feel that the company has efficient decision-making processes. However, employees are less enthusiastic about the increased reporting and monitoring, which they equate with increased bureaucracy to some degree. There is also room for improvement in tools and working environments.
The survey is delivered to employees by email or on paper, and the results are analysed by a company specialising in personnel research services. The results vary by business area, and country-specific development measures based on the results constitute a key outcome of the survey. The survey is carried out every two years. The purpose is not to launch massive development measures once the results are available.
“The goal is to integrate key development areas into day-to-day operations. We organise appraisal meetings, hold departmental meetings, support and encourage colleagues and seek to increase the amount of feedback from supervisors,” says Ketola-Annala.
“These development measures are agreed on specific to each country and department. It is important that the strengths and development measures are determined by each team based on the results of the survey.”
The development measures and positive aspects arising from this year’s personnel survey will be linked to the Atria Way of Work. The results show that employees can relate to Atria’s values and commit themselves to implementing them. The values were defined two years ago in cooperation with employees, but are not yet necessarily perceived to be part of day-to-day work. This year, more attention will be given to positive aspects, in addition to development needs.
– At Atria, we fall into class AA, meaning that we are at a good level. The responses also show that our employees are highly committed. In practice, our employees are willing to recommend Atria as an employer,” says Kaija Ketola-Annala.