INSIGHT HR Executive Forum
“When you have too many people in a room agreeing with you – you are in trouble”
CHARLOTTE LEVERT
INSIGHT
SELECTED SPEAKERS FOR THE NORDIC HR EXECUTIVE FORUMS Heidi Skaaret
Joakim Slørstad
HR EF NO, September 10th 2019
HR EF NO, September 10th 2019
Henrik Kragh Møller
Sabina Helmerson
VP, Head of Human Resources & Organisational Performance at SAS
VP, Human Resources at Atlas Copco
HR EF SE, November 12th 2019
HR EF SE, November 12th 2019
Kirsti Harsvik
Nina Sandsbråten
EVP & Group COO, People & Technology at Storebrand
Human Resources Director at Norske Shell HR EF NO, September 10th 2019
SVP, Learning & Development at Telenor Norge
Human Resources Director at Cirkle K HR EF NO, September 10th 2019
Hege Aamotsmo
Jule Knur
People & Culture Director at ISS Facility Services
Human Resources VP, R&D Organisation at Volvo Cars
HR EF NO, September 10th 2019
HR EF SE, November 12th 2019
Jacob Blom
Charlotte Levert
EVP & Head of Human Resources at Nilfisk
VP, Human Resources at Ericsson HR EF SE, November 12th 2019
HR EF DK, November 7th 2019
Karina Birkeland Lome
Camilla Ellehave
HR EF NO, September 10th 2019
HR EF DK, November 7th 2019
SVP & Head of Accelerate Innovation at DNB
Anna Wenner
SVP, Human Resources at Skanska Sweden HR EF SE, November 12th 2019
VP, Human Resources Center of Excellence, Rockwool A/S
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PFA is a pension company, but we are so much more
House of improvement
than that. In addition to pension and insurance plans,
We are a Nordic firm with a global reach, who
we also offer savings plans for individual customers
believe in continuously improvement as the
and a number of solutions within areas such as health
grounding mindset for business transformation. We
and housing. We are owned by our customers, and
help companies improve their business through
we were founded in 1917 to ensure that people in
optimising processes & technology and empowering
Denmark have the freedom to live the life that they
people. We help suppliers improve their performance
want. This is why part of our DNA is to contribute
and enhancing their service offerings through
to positive developments in society. Today, we have
strategic advice and analytics. Our services and
more than 1.3 million individual customers, and we
insight are provided by trusted advisors, with high
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Does your payroll integrate seamlessly with your HRIS and Time & Attendance solutions?
We answer these questions for customers like, Unilever, Siemens, Lundbeck, Thyssen Group and many other leading global companies. We look forward to meeting you at the event to explore your current challenges and see how we could support you.
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HRTech-10.25-x-13.5-full-page.indd 1
8/3/18
LIST OF PARTICIPANTS IN THE NORDIC HR EXECUTIVE FORUM EVENTS PRIMO AUGUST ‘19
Company
Name
Title
4Service
Kjell Petter Eidsvik
Direktør HR og Kommunikasion
A/S Norske Shell
Kirsti Harsvik
HR-direktør
Adecco Norge AS
Elham Binai
HR Direktør
Adecco Norge AS
Susan Hansen
Konserndirektør
Ahlsell Norge AS
Monica Aune
HR Director
Aker Solutions AS
Karianne Kristiansen
VP HR
Also AS
Kristin Remøe
Head of HR, North & East Europe
Bestseller A/S
Louise Sylvest
HR Director
Biomar A/S
Sif Rishøj
CHRO
Bravida Danmark A/S
Tinne Bertelsen
HR & HSE Manager
Circle K Norge AS
Nina Sandsbråten
Senior Director Staff
Damco International A/S
Marie Ropeid Arildsen
Area HR Manager Scandinavia, Maersk
Demant A/S
Henrik Strunge Andersen
HR Director, Global Retail
Den Norske Stats Husbank
Peggy Jensen
Fagdirektør HR
DnB Bank ASA
Karina Birkeland Lome
SVP & Head of Accelerate Innovation
DnB Bank ASA
Kari Bech-Moen
Group EVP, People & Operations
DNV Gl AS
Gro Gotteberg
CHRO
DSV A/S
Henrik Fleron
Director, HR
Elektroskandia Norge AS
Heidi N. Johansen
HR Direktør
Elgiganten A/S
Magnus Granqvist
Head of HR & People Development
FLSmidth A/S
Jacob Frahm
Head of HR - Operation & Maintenance
FOSS
Michael Almer
Koncerndirektør - Organisation
Gjensidige Forsikring ASA
Jørgen Ringdal
HR og sikkerhet
Hurtigruten AS
Marit Finnanger
SVP, HR
ISS Facility Services AS
Hege Aamotsmo
Konserndirektør People & Culture
Kivi-Tex A/S
Jonas Vidar Kristiansen
HR Chef
Kongsberg Gruppen ASA
Kjersti Nystad Skeie
EVP Business Support, Maritime
Company
Name
Title
LEO Pharma A/S
Birgitte Vinzentz Gade
ED, Global People & Perform.
Maersk Supply Service A/S
Sine Juul-Olsen
Head of HR Global Partnering
MHI Vestas Offshore Wind A/S
Stine Würtz Jepsen
VP, HR & HSE
Microsoft Norge
Marianne Engebrigtsen
HR Direktør
Moelven Industrier ASA
Yngve Andreassen
HR Director
Monjasa A/S
Tracy Palm
Head of HR
Nexans Norway AS
Almedina B. Jahre
HR Manager
Nic. Christiansen Holding A/S
Jan Johannesen
Head of Group HR
Nilfisk A/S
Jacob Blom
CHRO
NKT A/S
Lika Thiesen
CHRO
NLMK DanSteel A/S
Torben W. Skaaning
Head of HR & Internal Communication
Nobia Denmark A/S
Charlotte Kruse
HR Director
Norsk Tipping AS
Per-Steinar Krogsater
HR-leder hos Norsk Tipping
Orkla ASA
Marta H. Rasmussen
VP HR Corporate Functions
Oslo Universitetssykehus Hf
Susanne Flølo
Konst. direktør. HR & Personal
Otis
Jeanette Bergheim
Nordic HR & Communication Director
Pgs Geophysical AS
Terje Bjølseth
SVP, Global HR
Protan
Pernille Rosenquist
HR Director
REMA 1000 Danmark A/S
Michael Skou
HR Director
Santander Consumer Bank AS
Katrine Meldahl
HR Director
Scandic Hotels AS
Elin Ekrol
Director of Human Resources
Scandin. Tobacco Group A/S
Rene Christensen
Director and strat. busin. Partner
Scandza Group AS
Nina Westgaard
HR Director
Scatecsolar
Torill Haaland
EVP People & Organization
Schibsted ASA
Lennart Aune Augustson
HR Director
Schibsted ASA
Hilde Sundt-Hansen
HR Director
Schibsted ASA
Monica Leidland
VP People Policy and Relations
SEB AB - Norway
Kari Ruud Johnsen
Head of HR
SpareBank 1 Gruppen AS
Tor Espen Borgersen
HR-direktør
STARK GROUP A/S
Heidi Ethelberg
Head of HR Operations
Statnett Sf
Hildegunn Bendiksen
HR chef
Statnett Sf
Elisabeth Sperre
HR Director
Storebrand ASA
Heidi Skaaret
EVP - Group COO, People & Technology
Svitzer A/S
Mette Fogh
Head of Organizational Development
Swedbank Norge
Jeanette Sandstad
Head of HR Norway
Synoptik A/S
Tina Thomsen
HR Director
Sysco
Kari Haaland Cheek
VP HR
Takeda Pharma A/S
Peder Brandhof
HR Director
Telenor ASA
Joakim Slørsted
SVP, Learning & Development
Toms Gruppen A/S
Brian Lambrecht
Director HR
Tryg Forsikring
Svein-Arne Kausland
HR Director
TV2 Danmark A/S
Lene Solberg
HR Chef
Veidekke ASA
Rita Nistad
HR-sjef
Veidekke ASA
Anne Ingrid Espås Syversen
HR-Director, Veidekke Anlegg AS
Viking LSE A/S
Mette Vistisen
Global HR Director
Vinmonopolet AS
Kirsti Christie
Direktør, strategi og organisasjon
Wallenius Wilhelmsen ASA
Benedicte Teigen Gude
SVP, HR and communications
Aalborg Portland A/S
Rasmus Bing
Dir,. HR & Intern. Com. Nordic & Baltics
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Delivering an Exceptional Employee Experience “Trust Pilot is a company that wants to make founded employee engagement platform. its employees happy,” says Sabina Notkin, VP Tech Employee Experience, “which means they Improving employee experience need to have a good experience with us. Peakon helps us retain our valuable employees.” at Trustpilot
T
he importance of a great employee experience cannot be overstated. The concept itself is born from the understanding that an employee’s time at a company should be optimised, much like a “user journey”. This means a coherent experience from the first time they hear about the business, through to their final day. As Sabina points out, a poor experience leads to an increased risk of employee turnover. A great employee experience is a means by which to improve employee engagement – and through improving engagement, you improve talent retention, performance and profitability. Sabina and Trustpilot are a great example of an organisation that is taking the right approach to employee experience by using Peakon - a Danish
From the VP of Employee Experience through to Engineering Managers, Peakon provides everyone with high-quality insight on how their employees feel about their experience at the company. This covers a broad range of factors, from office environment to management support. “In Trustpilot, we’re very data-driven… and Peakon has helped give a data-driven approach to people management,” says Martin Andersen, Engineering Manager. “Especially the historical scores – you can see if the graphs are going the wrong way or the right way… and see the differences between teams.” “All the feedback we got from Peakon we compiled, and then we basically tried to create an office and employee experience that is more optimised for the needs of our employees,” finishes Sabina.
Learn more and book a free demo at www.peakon.com
Book a free demo at www.peakon.com or call us at +45 89881780
Insight
Overview Segments Comments Topics
Improve
Acti
Onboarding 10 9
8 7 6 5
pla
Configure
Initial Development
Make data-driven people decisions Peakon is the leading employee engagement solution. Our data-driven approach is trusted by hundreds of the world’s best workplaces, such as Capgemini, Verizon, BMW, and easyJet. Peakon gathers employee feedback, analyses it, and provides you with the insights you need to improve employee engagement, build a strong company culture, and drive better business performance.
Working with hundreds of the world’s best workplaces
1
Ongoing Developmen t and Retention
Separation
WE PROUDLY INTRODUCE CHRO BENCHMARK POWERED BY
www.houseofimprovement.com
CHRO BENCHMARK International 54%
AREA OF RESPONSIBILITY
Local 33%
FOR CHRO’S
Nordic 13%
Complying with legislation and/or IT Security 3%
Alignment and integration
COMPANYCHALLENGES
of technology 15%
CHRO’s find most critical to address over the coming year
Capability to deploy business transformation 62% Attraction and retention of the right people 20%
45%
12%
43%
CHRO’s who find it most
CHRO’s who find it most
CHRO’s who find it most important
important to invest in People
important to invest in Process
to invest in Technology over the
over the coming year
optimization over the coming year
coming year
*CHRO Benchmark is based on survey data f rom participants at HR Executive Forum Copenhagen, May 2019. Survey data is analysed and validated by House of Improvement. © Copyright 2019 twoHundred & House of Improvement.
Page 1
Heidi Skaaret
EVP & Group COO, Storebrand "People first, digital always" Speaks @ HR NO the 10th of September 2019 Gamle Logen, Oslo
Page 13
Sabina Helmerson
Vice President, HR, Atlas Copco Speaks @ HR SE the 12th of November 2019 Grand Hotel, Stockholm
Page 19
Charlotte Levert
VP & Head of people, Ericsson Speaks @ HR SE the 12th of November 2019 Grand Hotel, Stockholm
Page 27
Michael S. Kehlet
Vice President, LEGO Group
Leadership@LEGO Group – the Transformation the Organisation is asking for.
INSIGHT
EVP & Group COO in Storebrand: "People topics are soaring higher and higher on the boards’ agenda” 1
INSIGHT
Heidi Skaaret
EVP & Group COO, Storebrand 57 years old Education - MBA, University of Washington, Seattle, US
Career - Heidi Skaaret holds the position as Executive Vice President, Group COO and Head of People & Technology including HR, IT, Sourcing and PMO in Storebrand. - Heidi Skaaret has worked for the company first as Member of the Board of Directors and Audit Committee in 2010, then as a member of the group executive management team since 2012. - She has held various leading positions/board positions in international companies, including Coor Service Management, Cognizant, Lindorff, Ikano Bank, DNB and Bank of America.
Private life - Heidi Skaaret has a husband and two sons aged 21 and 25. - She grew up in Asker, a suburb to Oslo. - In her spare time, she likes cross country and downhill skiing and to go to their cabin in the mountains. - Heidi Skaaret likes travelling, outdoor activities and going for walks in the forest. - Furthermore, she likes to spend time with friends, cook good food and enjoy good wines.
2
INSIGHT
- Storebrand is a leading player in the Nordic market for pensions, long-term savings, insurance and retail banking. - By volume, the company's main activities are related to life insurance and pension savings. However, the company also has major divisions working on investments, banking and, until 1999 and again since 2006, P&C insurance products. - The company's headquarters are located in Lysaker in the municipality of Bærum, just outside Oslo, Norway. - Storebrand serves a total of 1.9 million customers in Norway and Sweden. - Operations such as life insurance, asset management, and health insurance have been established in Sweden. - As of December 2018, Storebrand had 1765 employees. - Storebrand was founded back in Copenhagen in 1761 while Denmark-Norway was a dual monarchy. Thereby, Storebrand could celebrate its 250th anniversary in 2017. - Storebrand got a second place on She Index in 2018, which is an index that shows how well Norwegian companies work on gender equality. - Storebrand Asset Management is the largest private asset manager in Norway.
3
INSIGHT
HR Magazine #2
2019
A happy coincidence landed Heidi Skaaret in the world of insurance, banking, and long-term savings, and after 30 years she still loves it. Soft values like people, digitalization and sustainability are essential in hardcore finance, she says.
As a young woman hungry for
Bank SE and later at Lindorff.
For Heidi Skaaret, attracting and
international experience, Heidi
Furthermore, she has experience
maintaining the right people is a
Skaaret left the Norwegian fjords
as Chairman and Member of the
focus point in her daily work life.
in favor of studies abroad in the US.
board at companies like Coor,
In 1986, she finished her master's
Cognizant Lithuania and several
- We have different must win
degree in Business Administration
subsidiaries under Storebrand.
battles in our group and one of
from the University of Washington,
To her, it's exciting to set the
them is related to people. Our aim
Seattle.
strategy for companies and have a
is to put people first to strengthen
saying in setting the direction and
our employer brand, get the best
ambitions.
talent, develop the talents we have,
It didn't take her long to land her first position as a Financial Services
and build internal pride.
Officer at Bank of America in San
Mixing hardcore finance with
Francisco which, as she states in
soft values
a burst of big laughter, was very
People are also a focus point for Storebrand in terms of
coincidental.
Today, Heidi Skaaret is EVP &
the organization’s external
Group COO at Storebrand and
communication. As Heidi Skaaret
- When I think back, it was more of
manages the intersection between
explains, pensions and long-term
a coincidence than anything else.
hardcore finance and people
savings are difficult and complex
I was interested in the financial
management.
matters from a customer point
sector, but I could as well have
of view and therefore, Storebrand
started in another business area.
- We are very focused on building
seeks to communicate in ways
She quickly grew fond of her job
a culture where we are curious,
that make it easier for customers
at Bank of America. It, in turn,
learning and thinking about the
to understand pensions and how
also prepared her for her first
customer first. Today it is all about
people can plan for their future.
leadership position at only 29 in
people both when it comes to
DNB ASA (then Bergen Bank),
our customers and employees.
- We make sure to have a
when she returned to Norway.
In my experience people topics
customer-centric perspective
are soaring higher and higher on
in everything we do so that we
Since then, she has been at the
the boards’ agenda in modern
really understand what customers
head of many different companies
businesses.
want and need. Too often we tend
as Managing Director first at Ikano
to talk about our products and
4
INSIGHT
HR Magazine #2
2019
investment profiles, but that's
has a very important role to play in
marks "People First, Digital
when we lose our customer's
terms of pushing the development
Always", it is crucial for Storebrand
attention.
in a good direction.
to both manage people and
According to Heidi Skaaret, it is essential for financial services
digitalization. As Heidi Skaaret People First, Digital Always
companies like Storebrand to
acknowledges, there is no digitalization without people and
integrate soft values into hardcore
At Storebrand, people has
vice versa. According to her, this
finance.
become a topic very high up
implies working a lot with the
on the agenda. In a market in
culture of the work place.
- Our customers want to secure
rapid change, speed is the most
their future, and therefore we need
important challenge, and in
- It's all about building a culture
to communicate in a way that is
order to be able to move quickly
where we have a curious mindset
easy to understand, and make sure
Storebrand has to have the right
and focus on learning. When
we lead our customers through
people.
being in an industry with so many
an informative and satisfactory journey, so they get the help and advice they need. For more than 20 years, Storebrand has been putting great effort into sustainable investments. Storebrand has over NOK 750 billion in assets under management, and the company firmly believes that a sustainable investment strategy is profitable for the customers and good for the planet. - It's motivating to work for a company that has sustainability high on the agenda, it speaks to
changes going on all the time, we
"It's motivating to work for a company that has sustainability high on the agenda, it speaks to my heart"
my heart, Heidi Skaaret says and adds,
need to be an agile organization in terms of how we work and develop services for our customers. In Norway, we call it ‘Smidig samspill’, which loosely translates to agile cooperation. As she continues, she emphasizes the importance of HR to lead the way in organizations. In general, but particularly also when it comes to the digital transition. - We need to master digital because it is crucial, for the things we do. Here it is important for HR to lead by example and by that, I mean to truly embrace
- The market is changing very
technology and new tools in the
quickly and digitalization is
HR work. HR should be the change
- I think companies that are well
impacting all businesses today.
agent to show new capabilities
positioned for climate change and
We see that speed is the most
and new ways of working in the
are helping to solve such issues will
important challenge for us right
organization.
be more successful in the future.
now so it’s important for us to
There is a lot of changes going on,
understand how we can move
and I think the government and
even quicker.
NGO’s are doing a lot, but capital
As the overall people strategy
5
INSIGHT
Three pieces of advice to get success in the role as an HRleader 1) Truly understand the business strategy of the company. In a market in such rapid change it is important to always have your eyes on the strategy. 2) Embrace technology and to lead by example so that HR are the change agents for the rest of the organization. 3) Don’t always think in big programs and systems, but start small and then build, measure, learn.
6
INSIGHT
I said yes to speak to HR leaders about a digital transformation and technology and how important people are in succeeding. In my team I have technology people and an HR development team and to merge the two is very important, because people and technology are very linked together. If we succeed with technology, but not bring the people along, it won’t work. So, I actually like to see the two parts working closely together and I think it is a very interesting topic.
- Heidi Skaaret
7
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INSIGHT
EVENT CALENDAR 2019 10/9 2019
HR Executive Forum
Gamle Logen, Oslo
11/9 2019
CMO Executive Forum
Gamle Logen, Oslo
26/9 2019
Supply Chain Executive Forum
Sølyst, Klampenborg
3/10 2019
CIO Executive Forum
Sølyst, Klampenborg
8/10 2019
CFO Executive Forum
Sølyst, Klampenborg
15/10 2019
CIO Executive Forum
Gamle Logen, Oslo
29/10 2019
Public IT & Digital Executive Forum
Sølyst, Klampenborg
7/11 2019
HR Executive Forum
Sølyst, Klampenborg
12/11 2019
HR Executive Forum
Grand Hotel, Stockholm
13/11 2019
CMO Executive Forum
Grand Hotel, Stockholm
21/11 2019
CMO Executive Forum
Sølyst, Klampenborg
26/3 2020
Supply Chain Executive Forum
Sølyst, Klampenborg
31/3 2020
CIO Executive Forum
Sølyst, Klampenborg
2/4 2020
CIO Executive Forum
Gamle Logen, Oslo
15/4 2020
CMO Executive Forum
Gamle Logen, Oslo
16/4 2020
HR Executive Forum
Gamle Logen, Oslo
22/4 2020
CMO Executive Forum
Grand Hotel, Stockholm
23/4 2020
HR Executive Forum
Grand Hotel, Stockholm
5/5 2020
CFO Executive Forum
Sølyst, Klampenborg
12/5 2020
Public IT & Digital Executive Forum
Sølyst, Klampenborg
14/5 2020
HR Executive Forum
Sølyst, Klampenborg
9/6 2020
CMO Executive Forum
Sølyst, Klampenborg
For more information about events or general updates, please send an e-mail to info@twohundred.dk or visit our website at www.twohundred.dk
10
PFA in brief PFA is a pension company, but we are so much more than that. In addition to pension and insurance plans, we also offer savings plans for individual customers and a number of solutions within areas such as health and housing. We are owned by our customers, and we were founded in 1917 to ensure that people in Denmark have the freedom to live the life that they want. This is why part of our DNA is to contribute to positive developments in society. Today, we have more than 1.3 million individual customers, and we are working hard every day to live up to our customer pledge: More for you
Recruitment
Talent Development
Resource Optimization
Build to manage and optimize professional skills
See how it works at www.skillzed.com
INSIGHT
Atlas Copco is in the middle of a transformation: “We need to rewrite the rules to ensure future success” 13
INSIGHT
Sabina Helmerson VP HR, Atlas Copco 37 years old Education - Sabina Helmerson has a Bachelor’s Degree in Sociology with orientation towards Work, Organization and Human Resources from the University of Uppsala as well as Business Economics with orientation towards organization. - Sabina Helmerson has studied Human Resources Management and Business Economics at the University of Sydney.
Career - Sabina Helmerson holds the position as Vice President, Human Resources at Atlas Copco, Industrial Technique Business Area. She has been working at the company since August 2018. - Before her time at Atlas Copco Sabina Helmerson had several positions within HR at Dentsu Aegis Network, including Senior Vice President Director, Human Resources. She worked at Dentsu Network for five years both in Stockholm and New York. - Throughout her career, Sabina Helmerson has gained knowledge within HR in different companies and industries, including industries such as Advertising, Construction and Hospitality. - For three years Sabina Helmerson was HR partner at YIT (now Caverion), which is a North European construction company.
Private life - Sabina Helmerson likes to be active in her spare time with both indoor and outdoor activities. She likes skiing, playing volleyball and sports in general. - She loves to spend time with family and friends and has a great passion for travelling and exploring new places. - Sabina Helmerson grew up in Gävle, 150km north of Stockholm.
14
INSIGHT
- Atlas Copco is a Swedish industrial company that operates globally. The company was established in 1873. - Mats Rahmström is the current CEO and has held the position since 2017. - Atlas Copco operates within the areas of; Compressor Technique, Vacuum Technique, Power Technique, and Industrial Technique. - In 2018, Atlas Copco reached global revenues of SEK 95 billion. - The company consists of 38.000 employees in more than 80 different countries and customers in more than 180 countries. - The company manufactures products at about 100 production sites in more than 20 countries.
15
INSIGHT
HR Magazine #2
2019
What has artificial intelligence got to do with industrial power tools? And how does people working with producing and selling the tools fit in to the increasingly digitalized world, we find ourselves in? Well that's what VP of Human Resources at Atlas Copco, Industrial Technique Sabina Helmerson, is working to figure out. Â The 150-year-old industrial
to stay on top.
manufacturer, Atlas Copco, is
We believe there will be three
experiencing an increasing
New ways of working and
key areas of transformation and
demand for digital and automated
leading
development for us in order to
solutions connected to data
continue being as successful in the
and insights from customers. A
For the HR teams in the Industrial
future as we have been in the past,
demand that is affecting the whole
Technique Business Area, with
says Sabina Helmerson,
industry, triggering the company
Sabina Helmerson at the forefront,
to seek out new technological
there is a large task ahead to
- Employee experience is one
opportunities.
attract, retain and develop
where we put focus on working in
talent, but also to find new ways
more agile, cross-functional teams.
- With that, as an example, we
of organizing teams, working
This is one example of working
need to recruit software engineers,
together and leading talent.
and structuring ourselves in new
because our customers demand a lot more software and technology.
ways that put new demands on - My job is to support the
the leader. I think the future leader
organization with a people
need to focus a lot on coaching
The new competences that Atlas
strategy that helps us reach our
and to empower talent and teams
Copco need now and in the future
goals as a business and towards
as supposed to the traditional
will involve transforming the
our customers. It means help
hierarchical leadership. Also, areas
organization. As Sabina Helmerson
finding ways to attract, retain
such as flexibility, engagement
firmly puts it,
and develop talent, but also to
and culture are key, Sabina
support our leaders in leading
Helmerson says and explains the
- We need to continue to focus
multi-generational teams within a
importance of adjusting to future
on people, development and
complex world of new technology,
environments,
leadership as we have always done.
digitalization, high pace and a
But doing things the same way
constant changing environment.
- As the world gets more complex
the next 20 years as we have done
All this with our strong culture and
and data driven, we need to ensure
it the past 20 will simply not work
values as the foundation.
we as an organization have an
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HR Magazine #2
2019
active growth mindset when
- I think it is important to highlight
impacts 8.000 employees in 80
approaching challenges, tasks and
that it is not only about diversity,
different countries it was a journey
opportunities. We want to develop
but also inclusion. It is just like
that Sabina Helmerson was happy
a learning ownership culture in
being asked to the party, but then
to take on.
the organization where our talent
not being asked to dance. So, even
constantly learn, develop and seek
if you enable diversity, you need to
- Working together with the
out new opportunities.
create a culture where everyone
management team and our
can thrive, be themselves and be
global HR Network to support our
engaged. Otherwise, there is no
organization on the inevitable
Whether a transformation of a company runs successfully or not comes down to the people, says Sabina Helmerson, - Ultimately it is people that can lead a company to success if they feel engaged, motivated, empowered and onboard the mission. What excites me is the power of culture and people. “Culture eats strategy for breakfast” is a saying I think speaks to most successful companies. And it’s spot on.
journey of transformation and
"I think it is important to highlight that it is not only about diversity, but also inclusion"
According to Sabina Helmerson,
digitalization is really inspiring to me. In August 2019, Sabina Helmerson celebrated her first year at Atlas Copco after having worked for several years in the advertising industry in both New York and in the Nordics. What made Sabina Helmerson change to Atlas Copco was the focus on innovation, business, and people. - One of the drivers for me to change to Atlas Copco, is that it’s a
another key to success is to have
use in having diversity in the first
Swedish and truly global company
a diverse company to reflect both
place.
where we have focus on long-term
the customers and the society in large, but also to ensure having
results, have a high-performance Business and people
people with innovative mindsets
culture and is a highly successful company that has been around for
that bring different perspectives to
It is with great passion that Sabina
almost 150 years. In addition, Atlas
the table. Therefore, it is important
Helmerson talks about the power
Copco is determined to stay on top
at Atlas Copco to focus on diversity
of people and the impact people
and ready to invest in people and
at all levels and in all countries
have on a company. A passion she
development to ensure a strong,
around the world.
has from her background and
collaborative culture with diverse
has grown stronger ever since she
teams. It attracts ambitious people
started studying.
that want to achieve great results,
- In order to be an innovative company, we need to ensure we
she concludes.
have a mix of people with different
- I always wanted to work with
ways of thinking from different
people, which I probably got from
- To get together as a global
backgrounds, gender, ages etc.
my parents who both work with
network and move towards one
This is not an HR question, it is a
people in different ways. I just
direction and one people strategy
leadership question - we need to
wasn’t sure in what shape or form.
– that is pretty powerful.
think diversity when we recruit,
I also had an interest in business,
when we promote, develop and
so when I figured out how to
all the way through an employee
combine the two fields within
lifecycle.
HR it all came together pretty naturally.
But to Sabina Helmerson, boosting diversity is not the final
When Sabina Helmerson was
destination.
asked to lead the extensive, global people transformation that
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Three pieces of advice in order to get success in the role as an HR-leader 1) Focus on learning the business and understanding the business challenges to set people priorities 2) Be brave and speak your mind. Dare to bring that alternative perspective to the table 3) Simplify and make sure what is being created adds value and support the business, leaders and teams
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Charlotte Levert VP & Head of people, Ericsson 34 years old Education - Leadership programme from Ledarstudion AB with focus on personal communication and leadership. - Charlotte has a Bachelor in management with Human Resources from Royal Holloway - University of London.
Career - Charlotte Levert works as Vice President & Head of people (Business area Managed services) at Ericsson and has worked for the company since March 2019. - Before her position at Ericsson, she has held other HR-positions such as Head of HR Sweden & HR partner Financial services at Tieto for five years and HR Manager at GE Healthcare for three years. - At Tieto Charlotte Levert was a manager for a team consisting of 18 employees and indirect of another 15 ranging from HR operations, HR business partners, recruitment, employer branding and talent management to name a few. - Charlotte Levert's responsibilities at GE Healthcare included business partnering, talent management, coaching, compensation & benefits, union relations and organizational design.Â
Private life - In her spare time, Charlotte Levert enjoys playing tennis, skiing and spending time with friends and family, especially her 3-year-old son. - Charlotte Levert was born in Oslo but moved to a small town, called Arboga where she went to school. When Charlotte was 19 years old, she moved abroad and lived outside of Sweden for 7 years where she went to Royal Holloway - University of London. - Charlotte Levert has lived in Barcelona where she attended a Spanish course. Getting international experience has always been important to her.
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VP and Head of People at Ericsson: “When you have too many people in a room agreeing with you – you are in trouble” 20
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HR Magazine #2
2019
VP & Head of People, Charlotte Levert, has a great passion for attracting more female employees to the tech and telecom industries. But for Charlotte Levert, diversity is not only about equalizing the number of male and female employees. Diversity is as much about having a varied representation of mindsets when and where decisions are made. When the 34-year old Charlotte
- When you have too many people
- Getting more women in to tech
Levert initiates a meeting with her
in a room agreeing with you – you
will be my lifelong journey and
co-executives, she often asks, “Is
are in trouble. So as a leader, you
focus. It is a global issue to ensure
this a good setup?” Often, we all
need to find individuals who look
we get more women into the tech
think the same, she argues.
at the world in different ways and
industry. The world is becoming
have different experiences than
technologically driven whether
And why is diversity so important?
you do. Even though it is painful to
we want it or not, so it is the same,
According to Charlotte Levert,
sit in a room with 10 other people
relentless focus as it has been in
bringing in people of different
thinking differently, you will still
the past.
age and culture drive new ways of
get a better result. And that is
thinking and leads innovation in
interesting.
And diversity is still an important
an organization.
- and maybe even bigger - task to
Diversity is also about gender
fulfill for Charlotte Levert having
She mentions a study from the
shifted to the larger and more
‘70s called “The Devil’s Advocate”
Charlotte Levert is concerned with
globalized technological company
where a homogenous group and
gender equality and claims that
Ericsson. And even though she
a heterogeneous group are asked
diversity is also about men and
has only been in the job for about
to solve the same problem. The
women.
three months, Charlotte Levert is
interesting thing is that even
already full speed ahead on the
though the heterogeneous group
At her previous position at the
goals that need to be achieved.
thinks they do not solve the
Nordic-based IT-company Tieto
problem well due to disagreement
(founded in Finland), diversity
Only 23 percent of Ericsson’s
and discussion, it turns out
was a top priority. As HR Manager
100.000 employees worldwide
they actually do better than the
Charlotte Levert facilitated the
are female. Diversity is therefore a
homogenous group. That’s why
award, “Årets IT-Kvinna” (IT woman
focus very high up on the agenda
you need to diversify groups
of the Year) dedicated to a woman
for Charlotte Levert and the
attending meetings, Charlotte
who drives gender issues and
executive team.
Levert explains.
makes a difference.
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- Ericsson was founded in 1876 by Lars Magnus Ericsson and is one of the leading providers of Information and Communication Technology. - The company’s purpose is to empower an intelligent, sustainable and connected world and thus provide a positive change to the world. - With about 40 percent of the world’s mobile traffic, Ericsson provides full value of connectivity by among other creating game-changing technology and easily used services. - Ericsson provides network solutions, digital services, managed services, IoT and new business. - The company consists of 94.580 employees worldwide of which 12.455 are Swedish employees. - In 2018 Ericsson reached an operating income of SEK 1.2 billion.
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- Getting more women into tech will be a lifelong journey, and needs a lot of focus. It’s a global issue we’re facing to make sure we get more women into the tech industry. The world is becoming technologically driven even if we want it or not, so it is the same relentless focus as it has been in the past. Diversity is not only about equalizing the number of male and female employers but also about a varied representation of mindsets.Â
- Charlotte Levert
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- It’s absolutely key for us to get
Leading by connecting
that number up, she says with a
HR Magazine #2
2019
- There’s a huge scarcity of people in the areas that we operate in.
very clear voice and adds,
Today Charlotte Levert is leading
But we have the people. We are
Ericsson in areas of competence
100.000 people. So, my job is to
- We have to have a strong
and leadership development,
look at the competences we have
representation of female leaders,
which leads back to the
today and see how we can develop
because I very strongly believe
importance of diversity in the
them into new areas of what we
that role models are what it takes
organization. As she points out:
need in the future. The way I see
to get more women into the
it, it’s extremely important that we
technological area. And another
re-skill or up-skill ourselves to a
aspect is of course to ensure that we keep women in leadership positions and also, that they have the right resources to make their way up. Becoming a leader herself Charlotte Levert has always been interested in technology and in how it can help us simplify our daily routines. But it wasn’t until she had experienced a bad manager that the then 19-year-old Charlotte Levert’s career path was clear to her.
"With customers all over the world, I need to know who my end-user is as much in India as in Sweden or in Mexico."
- What inspired me to work with
new way of working. According to Charlotte Levert, future leaders will play key roles in facilitating new skills, new cultures and new ways of thinking going forward. - There’s a lot of work now for us as a company as to how we ensure that we have empathic leaders in the company. Future leadership skills are not about controlling, but connecting. We’re moving away from a hierarchical way of working where all the information is top down. I’m no longer the expert sitting on all the information.
HR was that I had a really bad
- With customers all over the
Instead, we need diverse mindsets
manager. I thought, “It can’t be
world, I need to know who my
in the organization.
this bad”. For me, leadership is
end-user is as much in India as
key to drive great behavior, going
in Sweden or in Mexico. So how
forward.
do I as an HR executive ensure a
thorough understanding of our
So, Charlotte Levert went to
end-users? That is by bringing in
London to get international
new cultures and ways of thinking.
experience and also where she
got herself a bachelor’s degree
Bringing in new people won’t
in business management with a
exactly be the challenge at
minor in HR from Royal Holloway –
Ericsson. Developing the right
University of London.
competence and knowledge will.
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Three pieces of advice to get success in the role as an HR-leader 1) Always be an empathic leader. 2) Be curious about technology 3) Stay humble and never be the smartest person in the room.Â
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LEGO is now developing their own talents: "I want to energize the organization." 27
INSIGHT
Michael S. Kehlet
Vice President, LEGO Group 42 years old Education - He has an education from International Business College in Aabenraa (1994-1997) and a bachelor’s degree in economy, strategy, marketing and management from Syddansk University (1997-2000).
Career - His official title is Vice President of Talent in LEGO Group. He has been in this position for about one and a half year. However, he has been in the toy company for a large part of his career. - All in all, he has been in LEGO Group for more than 14 years, which has led to a vast array of opportunities. As a 29-year-old he became a part of the Operations Board, where he was tasked with giving recommendations on how LEGO could optimize sales and production. At 30, he became a part of the LEGO talent program. Since 2012 he has been Vice President in several areas such as; General Manager/Vice President in Central Europe and later on as Lego Group PMO (Project Management Office, red.) and Transformation. - 2009 he was appraised as the top 100 Talent in Berlingske Magasin.
Private life - Michael S. Kehlet comes from the small village of Bov in the vicinity of Padborg in Southern Jutland. He has spoken german from a young age and therefore it made sense to work for Lego's department in Munich, Germany. During his career he has also worked in the U.S. and England. - Michael S. Kehlet is married to Sine and together they have three kids; Jesper (13), Oliver (10) and Jack aged 2. The family lives in a little town outside Skanderborg, named Voerladegård. - Michael S. Kehlet spends his spare time with the family, but he also prioritizes meditation, practicing mindfulness and spending time in nature. He meditates anywhere from 15 to 60 minutes a day and makes sure to get completely away from work at least once or twice a year. During this time, he will meditate for several hours in a row for several days in the family’s cabin. The approach is inspired by the Indian Vipassana meditation tradition, where you have to isolate yourself in silence and meditate for 10 days in a row. - The top leader in LEGO is currently reading ‘The Mind of The Leader’ by Rasmus Hougaard for the second time.
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HR Magazine #2
2019
During the last couple of years, 42 year old Michael S. Kehlet has been handling the task of total transformation of the talent agenda, in the toy giant from Jutland. "We will be seeing a new approach in management and talent development, also including recruitment."
In the well-known toy
Proclaimed a talent
manufacturer, LEGO, everyone is now looked upon as talent.
them the ability to choose their learning package. Obviously, we
Alongside his team of 50
also work on talent and graduate
employees, he is transforming
programs. This won’t be via the
Michael S. Kehlet, who is Vice
the talent division in LEGO. It is a
traditional way of making people
President of “Talent� is leading
journey that started just about 1,5
do courses. It will be catered to the
the talent development, which
years ago.
needs of the specific individual. We
is a part of People Operation &
allow the career path to be more
Development. It is a department
In 2017 the LEGO organization
fluid. For an example changing
that deals with the entire talents
experienced massive growth, but
paths within the organization and
value chain; recruitment, learning
then we started facing obstacles
welcoming that change, Michael S.
and development, leadership
and growth turned inactive. Sales
Kehlet explains.
development, diversity and
were falling and the organization
inclusion and also the talent and
had become too complex. This
The 42-year-old Vice President has
graduate programs.
meant that the company had to
more than 14 years of experience
reduce the number of employees
in the company and was declared
- We have redefined the
by 8 percent globally, amounting
a talent when he was 29 years
definition, so that talent is a term
to just about 1400 positions. The
old. He went through a two-year
encompassing all the employees
new journey in HR started just
talent program where he received
in the organization. The approach
after this incident in 2017 and
management training, alongside
was that when talking about talent
involved a more progressive and
an array of experienced colleagues.
it was only about the top tier of a
inspiring HR-agenda. We will
Bali Padda acted as a mentor and
company, or those being groomed
elaborate on this later in the article.
leader, who at the time, was the
to reach the top. I believe this to
COO and later the CEO of LEGO,
be an outdated approach. It might
- Looking back four to five years we
have worked 10 years ago to think
had a lot of focus on handpicking
that way, but everyone has talent.
specific talents and developing
In 2009 Michael S. Kehlet was
It is our mission as a company
them, through specific mapped
honored wit the title as top
to ensure that we develop those
out steps. We were investing a
100 talent in by the renowned
talents in our employees, Michael
lot of time and energy in the top
Berlingske newspaper. He believes
says smiling and with a clear
part of the organization. Our new
it to be his curiosity and having the
Jutland accent.
direction is all about including the
privilege to work in an amazing
whole organization and providing
company with very skilled coworkers
the learning opportunities to
as inspiration, that has propelled his
employees at all levels and giving
career to where it is today.
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for a shorter period in 2017.
INSIGHT
- The LEGO organization is very international. However, it is still owned by the Danish family Kirk Kristensen, who founded it. - The founder Ole Kirk Kristiansen established the business in 1932. In 1934 he came up with the name LEGO, it originates from the putting the two words ‘Leg’ and ‘Godt’ together, which mean play and well. It was a coincidence that the word lego actually means to ‘I put together’ in latin. The LEGO brick that we know from today was launched in 1958. - The LEGO company produces and sells a wide variety of toys, that all share the LEGO system, which makes them integrable with each other. The varieties include LEGO City, LEGO Ninjago, LEGO Friends and LEGO Star Wars. - LEGO’s main office is in Billund, but they have departments all around the world and the products sell, in more than 140 countries. Other global offices are found in Enfield USA, London, Shanghai and Singapore. - The LEGO organization has around 17.000 employees worldwide out of which approximately 3800 are in Denmark. In 2017 the company wanted to build a less complex organization. That meant that LEGO reduced the number of employees globally with 8 percent, corresponding to about 1400 employees. - The 1st of October 2017 LEGO hired a new CEO in Niels B. Christiansen, whom had been the administrating director in Danfoss. He superseded Bali Padda. - LEGO had a revenue of over 36 billion kroner in 2018, which is four percent higher than the year before.
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INSIGHT
Three pieces of advice to get success in the role as an HR-leader 1) Always come back to the result for the customer. What you do must always create value for the customer and consumers. 2) Create energy in the organization. 3) Be brave. When you dare to think in new ways then you will inspire everyone around you.
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HR Magazine #2
2019
- I am very curious about
after he stopped as a General
strategy, and a marketing plan, he
everything and always have
Manager in Germany. He was
says.
been, but perhaps the size of the
asked what he was most gratified
organization had a real influence
with achieving.
on my development. In the
- It is our most important mission to create energy. That way we
culture I was raised in LEGO it
- The first thing I mentioned was
will perform exceptionally. That
was completely acceptable to
the fact that we found most of our
is apparent in the long history
suggest things that were ”way
leaders within the organization.
of LEGO, where we experienced
above your pay grade”. I was able
Secondly, the culture had become
growth.
to go directly to our EVP of Supply
more flexible and able to adapt,
Chain and say a thing like: “I have
making it less hierarchical. We had
- To implement the current
a killer idea”. Followed by the
also created strong partnerships
strategy today in HR, the toy giant
opportunities to actually pursue
with some of the clients. After
went through a rough crisis in the
some of those ideas. That part is
mentioning several progressions,
autumn of 2017. It led to a bunch of
lacking a bit today, where there
a coworker made me aware that
layoffs and organizational changes.
is less willingness to take risks in
I hadn’t even talked about the
Michael describes the time as a
terms of talent.
results of us gaining market shares
wakeup call for LEGO. Even though
and experiencing continuous
they had to go through hard times
growth over the last five years.
and a lot of skilled employees had
- I am proud of increased
to leave. Today there is a renewed
HR is the dream job The lack of courage and opposition
energy and a changed mindset in
to take risks in the organization
the organization.
were some of the factors, that made Michael S. Kehlet put on the HR uniform. It was also one of the reasons why everyone started being viewed as talent. Even though he had a lot of experience in Operations and Markets and at one point was in the position as General Manager, through the five years he was
"It is our finest mission to create energy. That way we will perform exceptionally"
living with his family in Munich.
- 13 years of double-digit growth and constant success was exchanged with stagnation. We had to realize that we had lost some of that hunger that leads us to that same growth in the first place. Part of what happened was that we as an organization had a rough awakening. It wasn't just Niels Bjørn (Legos CEO, red.) that
growth, profit and increased
needed to be the savior. He has
Michael S. Kehlet wasn’t aware of
market shares, a central part of
always done an exceptional job,
his interest HR in the early years
success. More importantly, it is
but was up to everyone in LEGO to
of his career, but through the last
the employees that create those
rise to the occasion, he says.
couple of years, it has become
results. That is where I get my
increasingly apparent. He believes
energy. I enjoy that I get to spend
Michael S. Kehlet points out
that the joy he experiences every
as much time collaborating with
that before the crisis there was
day is proof that it is his dream job.
people as possible, he adds.
a tendency to follow processes
He tells us that he has always
Having dropped the notion to
individual’s initiative and sense of
measured his own success by how
“just follow the process”
responsibility.
him and the culture has been.
Energy is exactly the key in terms
- When I look back on 2015-2016,
“Success is not a destination – it is
of what Michael S. Kehlet wants
there were many examples of me
the train you leave behind,” is one
to create in his new role, where
as Vice President stating: “That’s
of his most used quotes.
he has to reach 17.000 employees
what the process is, so that is what
too much, which lowered each
the well-being of people around
around the world. It is a big task
I should follow.” It isn’t the process
Michael S. Kehlet emphasizes an
that demands focus, inspiring
that is to be blamed for us ending
example of a situation that arose
leadership, a communication
up in a difficult situation. It was our
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HR Magazine #2
2019
mindset at the time, that made us
counting the big gatherings. If you
When we were speaking to
run into problems.
accumulate the team meetings,
Michael S. Kehlet, he had just
one on ones, lunch meetings and
come back from a couple of days
- I sometimes chose to “do
so on, where there has been room
spent alone in his cabin, where
things the right way rather than
for a relatively intimate dialogue.
he had meditated for nine hours
doing the right things.” That was
In the end, you will have reached
over two days. The method is
definitely not the right approach
many in a year that will, in turn,
inspired by the Indian Vipasanna
even though I thought: “It will
reach others, he says.
meditation tradition, where you
work out fine anyway.” Simply put,
go through 10 days in silence and
it was not good enough and that
- The purpose of one on one
meditation, up to 11 hours per day.
mindset has changed completely
meetings is not to get cozy. The
He has attended the meditation
now, he says.
purpose is to create a culture in
retreat twice, with the first time
the company where initiative
being a couple of years ago in
Setting up one on one meetings
and ownership is something the
India. Since then he as practiced a
to engage
individual can grasp.
milder version of the method, for
We will only succeed in the future
a few days at a time and once or
Michael S. Kehlet applied tools
when our employees show up
twice a year.
to create more energy in the
and say, “I want to do this, and I
organization. One was to have one
will take personal responsibility to
- It is a mental cleansing for me
on one meetings and so-called
ensure LEGO’s success now and
to get this time away, almost like
“engagement sessions” when he
many years into the future.” That is
you get to turn off the background
traveled around the world. I use a
what we want to make continuous
noise in your head. Your focus
big portion of this time speaking
progress towards, Michael states
moves automatically to what is
to the many people in the
important and motivates you. It
organization, whether it be over
was actually my wife that a couple
lunch or on the way home in the
of weeks ago asked me if I thought
car, he reveals. - It is quite a challenge to create the energy needed because there are 17.000 employees to reach. It is a massive organization. One might think that it would be possible to reach the employees through the 12 top leaders, but that is not so. With that approach the chance of reaching all 17.000 is not very likely, Michael says. That is why it is important to meet people face to face. - It can be as little as ten minutes
"The purpose is to create a culture in the company where initiative and ownership is something the individual can grasp"
now might be a good time to take a couple of days in silence again, he recalls and smiles. Talents should play in LEGO In their office in Billund, the HRtop leader will start his mission during the coming years to “turn the entire talent department on its head,” as he likes to put it. This means developing a new recruitment system and a new way to approach management development.
of dialogue, where you listen to
Michael S. Kehlet is not happy with
how the employee’s energy is at
the current recruitment system,
the moment and what they are
Gaining energy from meditation
which he declares to be “terrible.”
having issues with. Even though the 42-year-old Vice
- The recruitment process is
- It may sound like a banal
president loves meeting people,
getting a good response from
approach but let us say that I
he has a limit and like everyone
candidates, but the system utilized
reach 300 talents in a year, with
else needs to recharge. That is
seems to be a thorn in the side of
either a one on one meeting or
something he achieves by daily
the company. It is obvious to see
in a relatively small circle, not
meditation.
that there has been a noticeable
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The talk will be about our transformation from having many processes with very obvious and defined expectations to our managers, to a different organization that allows autonomy and creates responsibility where it is supposed to be. That will affect our culture and raise performance in the future. My observations have been, not saying that it is this way everywhere, that HR can be a bit centralized. That means HR sometimes defines a leadership tool. They shouldn’t make it just to create a tool, but rather to make a difference for the clients. Our journey started in March through April last year and we have turned almost everything upside down since then. I hear from many HR colleagues in other companies that they really wish for a new direction to follow. So how do you start a journey? I want to give my input as to how LEGO has started this journey.
- Michael S. Kehlet
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INSIGHT
frustration for some time, he says.
models that a leader was given
very low. We needed to stabilize
He lets us know that together with
when he needed to develop, which
and design this new approach.
the rest of the HR organization
made it impossible to get started.
That we were able to make that
they are implementing a new and
With the new management
happen in a year with our team of
different way, in which everything
role, it is important to work with
optimists is a great achievement.
will be done shortly.
our attitude and how we acted
There are a ton of people that
towards the business. Of course,
approach me saying that this was
- We want to obtain a talent
there need some centralized
just what was needed, and I am
agenda in two years where
efforts from HR, but we really aim
extremely proud that we can make
the candidates go through a
to make our efforts more focused
that dream come to life, he says.
recruitment process with us and at
and inspiring. In the end, we are
the end will say; ”This recruitment
here to make a difference for
Michael S. Kehlet reveals that it
experience is completely unique,
clients and consumers.
by no means has been an easy
and this experience makes sense
process. There has been a lot of
at LEGO.” Even though we are
challenges and at times it has
a very attractive prospect as a company, I don’t think we have been sufficiently apt in presenting us from our best angle. That is even though we are in the very top when it comes to our reputation, he says and reveals that the new recruitment system will involve playing, also with LEGO bricks. In management, LEGO has launched the concept; ”Leadership playground,” where 12 people from the business defined how a new leadership model needs to look in collaboration with the HR department, whereas before it was HR that defined management
"Even though we are a very attractive prospect as a company, I don’t think we have been sufficiently apt in presenting us from our best angle"
development along with the top management.
been hard to see which direction things were going. Overall there is a consensus that the strategy for the HR-agenda is right and will help LEGO’s future growth, he affirms. - The idea, that everyone needs to lead and take responsibility is important. The strategy, in which everyone is a talent and that this notion isn’t just reserved for top management, but rather that we invest in educating and developing everybody is also transcendent. The positive energy it has created in the organization is something I am very pleased to be a part of. I will promise that
Everyone needs to lead
there’s a lot more to look forward to, Michael proudly proclaims.
- When I look back in time, HR has
The first phase of the
played a central role and in many
transformation towards a new
ways been the key to manifesting
talent agenda was realized mid-
our success. During a period, we
January of 2019, which made the
took on a false role that could
42-year-old Vice President very
be defined as a “decider role.”
proud.
We were very prescriptive. For
- We started over a year ago with a
example, we had over 20 different
new team and the motivation was
35
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Magazine #2
2019