ANDRITZ

Supervisor coaching

As part of the company’s versatile global management development programs, Andritz Finland has organized a leadership training covering the Finnish operations. ”ANDRITZ Leader Development Programme”, organized with Delficon, has been a 12-month process, with 24 managers from all over Finland as participants. Andritz had the courage to invest in personnel development during the economic downturn to prepare for better times. Marjo Valaja, HR Manager at Andritz says that the personnel have appreciated this.

What was done?

In the 12-month process, managers with different jobs and from different organization levels regularly gathered in training sessions. Strategy and business goals strongly guided the training, the objective of which was to identify each manager’s strengths and seek to utilize them in everyday management tasks. As a support function, small groups called ”Learning Groups” were established. In them, managers located close to each other supported each other in taking the learnings into practice. Managers could ask each other for advice in real-life situations.

Results and benefits

The participants have emphasized the sense of ”togetherness” in a large organization as one of the major achievements of the training. Some have even organized spontaneous gatherings after the process. Getting a feeling of the importance of one’s own work as part of a large organization has also been an important benefit for the participants. Marjo Valaja believes this experience, along with increased leadership skills, has strengthened the managers’ self-confidence and motivation.

Delficon

MARJO VALAJA - personnel manager, Andritz

Andritz is a global technology group headquartered in Graz, Austria. Of the circa 15,000 employees, about 1,000 work in Finland. The Finnish operations focus in pulp and paper, and a good example of the company’s operations is the world’s largest pulp factory being built in Brazil.

MUITA MIELENKIINTOISIA

Fujitsu

Fujitsu

"Change was opened up to be made concrete. Supervisors were given the tools to take change forward."

UPM

UPM

"We got very deep into personal leadership skills, strengths and areas for development."

Suomen Erillisverkot

Suomen Erillisverkot

“As the process proceeds, we integrate individuals’ own values with the values of the organization. Through this, personnel will have an awareness and a better understanding of the factors that guide their own activities. Commitment strengthened ”

Microsoft

Microsoft

"Things agreed in the coaching were concretized and connected to the daily work, so that the agreed things continued to develop even after the coaching."