We aspire to be world class in People Development in 2015. To do this, we need to set clear expectations on every employee. These are expressed through a global competency profile, named the Skanska Leadership Profile, against which individual performance is measured.
In the Profitable Growth Business Plan, Skanska aspires to be world class in People Development in 2015. To do this, Skanska needs to set clear expectations on every employee, providing feedback on both strengths and development areas. They are expressed through a global competency profile, affecting every white collar employee throughout the organization, around 22,000 people. All employees have a leadership responsibility – over themselves, and sometimes over other people, projects and areas. Therefore the competency profile is named the Skanska Leadership Profile.
Skanska Leadership Profile competencies
The competencies are sorted into four competency groups, explaining the type of responsibilities that we all have at Skanska:
People development driven through yearly performance management cycle
People development is driven through the yearly performance management cycle, briefly explained below:
- Define individual goals and development plan
Individual goals are developed on a yearly basis, together with a development plan which will help the employee reach its goals as well as support long-term career development
- Review progress and adjust plan
The employee owns his/her own development, with strong support from the manager. They will review progress throughout the year and make potential adjustments.
- Rate goal fulfillment and behavior
By year end, both the employee and the manager will rate goal fulfillment as well as the competencies which are part of the Skanska Leadership Profile.
The whole cycle is supported and facilitated by our global Skanska Talent system for performance management.