Employee experience

Tieto recognises employee experience being vital for its strategic ambition to become customers' first choice for business renewal. Tieto´s Open Source Culture is the core foundation for building a good employee experience, supported by advanced technology and a modern working environment.

To facilitate the execution of the company's strategy launched in 2016, Tieto is further fostering its Open Source Culture based on openness and transparency. It is all about employees feeling included, empowered, able to influence their work and together contribute to an inspiring working environment. 

Continuous learning is key to personal and organizational success in today’s rapidly changing world. In 2017, Tieto implemented the ‘Learning as a Lifestyle’ initiative for all employees, inviting them to be curious and learn about the IT industry’s hot topics, starting with Design Thinking, DevOps and Advanced Analytics. Tieto’s own topic experts created the curriculum for each of the three learning tracks. Simultaneously, a new learning platform was opened to support Tieto’s digital learning journey. With the learning platform being available also through smartphones, all employees are able to access it easily on the go and have learning as part of their everyday digital lives.

Innovation is highly valued at Tieto and employees are encouraged, for example, to take part in hackathons to create new and better services for smarter and more sustainable societies. Internal hackathons have been organized for co-creating and developing Tieto’s internal people processes, for example, re-designing the company’s performance review process.

Employee engagement, as an outcome measure of the perceived Employee Experience, is measured on an annual basis through Tieto´s employee survey VOICE. In 2017, the response rate was 84%. The overall employee engagement score reached 73%, showing a slight improvement year on year, and has continued to develop positively since 2014.

As a responsible employer in a fast paced industry, Tieto wants to monitor its employees’ well-being. In 2016, Tieto introduced a new measure to follow if people are able to recharge their batteries and feel energized when starting their next working day. According to the new metrics, 308 out of a total of 11 950 of the respondents to the VOICE employee survey had experienced challenges in recovering from their workday. This percentage is in line with the industry standard, but still a factor requiring attention. 

Enhancing company culture with learning opportunities and talent development

Tieto’s HR policy states that the present and future employability of the workforce should be supported by continuous learning and competence development. At the same time, the rapidly changing business environment makes competence and performance development a shared responsibility of the employee and the company. 

To support the constant need for development, Tieto is continuously enhancing its Open Source Culture, where employees can grow and learn through collaboration and co-innovation across ecosystems. Modern activity-based offices and digital tools supporting flexible ways of working are examples of how the company is striving to reinforce a work environment aligned with the culture. In 2017, 73% of Tieto employees were content with the leadership, and 66% felt that Open Source Culture met their expectations.

Tieto supports employees’ professional growth and learning needs with multiple options, including job rotation, on-the-job learning, self-study, working in different assignments as well as through various training and e-learning courses. Approximately 680 training courses are available in Tieto Academy, an internal training portal, and the company also organizes tailored training courses based on needs. During 2017, for example, training opportunities on GDPR were available and highly valued.

Every year, Tieto further develops its existing competence development offerings. For example, based on feedback from Tieto leaders, some virtual leadership development courses were piloted during 2017. As a standard practice, the employee feedback from trainings is used to develop the training experience.

Being a responsible employer

As stated in Tieto’s Code of Conduct, the company supports freedom of association and collective bargaining as defined in the ILO Declaration on Fundamental Principles and Rights at Work. Naturally, local employment laws and practices, collective agreements, and individual contract terms are followed. As a company, Tieto also strives to maintain a high priority on active collaboration with personnel representation bodies.

In 2017, 44% of Tieto employees were covered by collective bargaining agreements. However, the differences between countries vary extensively, with the highest participation being in Sweden (98%) and in Finland (98%). In the countries of operation where collective bargaining is not applied, for example, China and India, Tieto strives to facilitate local forums where these topics can be addressed. One example is the Anti-Harassment Committee (AHC) in India, a body of representatives from various units of Tieto India which addresses complaints of harassment based on pregnancy, childbirth or related medical conditions, race, religious creed, colour, national origin or ancestry, physical or mental disability, medical condition, marital status, age, sexual orientation, or any other basis prescribed in national, state, or local laws, ordinances or regulations.

The European Works Council (EWC) in Tieto is the company’s Personnel Representative Body (PRB), which works to uphold a free flow of information throughout the company. Human Resources work as an enabler and make sure that all agreements are followed through as agreed. The Head of Human Resources is responsible for facilitating the EWC meetings based on the wishes of the EWC members. In addition to the EWC, there are country-specific forums, based on local practices and legislation, where the company and employee representatives can share information.

Tieto’s personnel elect two members and two deputy members to the Board of Directors. This is done by the personnel representatives in accordance with the Personnel Representation Co-operation Agreement. One of the aims of personnel representation is increased unity in decision making concerning, for example, business operations, financial matters and personnel considerations.