Metropolia’s management supports the development and well-being of its staff
Improving staff’s well-being at work is an essential strategic value at Metropolia. It became apparent during the audit visit and in the self-evaluation report that management supports the development and well-being of its staff in many different ways. The active support model aims to promote the well-being and health of employees, prevent the loss of ability to work, increase the functionality of working communities and positively impact the work atmosphere.
The competence management needs of staff are identified in individual development and performance discussions twice a year, which also address the well-being of staff. In order to develop the required and desired competencies in the best possible way, numerous measures are taken. Besides on-the-job training, a large variety of external and internal coaching and training is offered, as well as the possibility to learn from colleagues in regular peer forums.
Metropolia offers comprehensive occupational health care services, the possibility of flexible working hours, and many benefits, such as exercise possibilities, massage, culture and recreational subsidies granted by units. The situational services include short-term psychotherapy, coaching for groups during the pandemic and stress management. The well-being of staff at work is monitored and developed with a People Power survey.
Metropolia has an equality and non-discrimination plan, which addresses principles guiding equality and non-discrimination, objectives of equality and equal opportunities work, monitoring of the plan and annual calendar. Metropolia has good promotional material on these issues.
Metropolia pursues a proactive and transparent personnel recruiting and development system
Metropolia’s goal is to work in a people-oriented way and to create an organisational culture that values dialogue and diversity. The new position of a dialogue manager underlines these intentions. Metropolia pursues a proactive resource planning system. Based on the confirmed budget supported by the HR partner and finance controller, the units can recruit suitable personnel to achieve the strategic goals. Vacant positions at Metropolia are published in the OMA intranet job advertisement section for internal recruitment and on Metropolia’s website for external recruitment. In spring 2022, the recruitment process was made more transparent.
The hiring supervisor has an overview of the ongoing recruitment process and can view applications directly in the system (‘TalentAdore’ system). Metropolia’s equality plan states that recruitment must strive for openness and transparency on all levels. At the same time, job applications and applicants’ information received by Metropolia are treated with the utmost confidentiality. The remuneration of employees, as far as observable, seems appropriate.
In order to develop the required and desired competencies in the best possible way, numerous measures are taken. Besides on-the-job training, a great variety of external and internal coaching and training is offered, as well as the possibility to learn from colleagues in regular peer forums. The audit team supports the efforts to increase resources to identify competences needed on various levels in more detail and systematically. Although Metropolia has done good branding work and is an attractive employer, there is still room for improvement. Metropolia should improve external perception and visibility to gain the best national and international applicants, as Finland has intense competition for the workforce. As part of staff competence development, Metropolia should identify needed competences, especially in the new strategic innovation hubs, where a new way of thinking and acting is required. Due to the impressive quality and quantity of external connections in the field of research, teaching and third mission, the prospects for these endeavours should be good.