35 EMPLOYEES AND THE WORKPLACE Creating an environment where employees are encouraged to develop their skills and move ahead in their career keeps turnover low and gives Jotun a competitive edge. Jotun invests significant resources in continually developing the skills of our people. This is mainly done through our dedicated Competence Development department, which coordinates and supports competence development activities for all segments and regions. In 2014, the department focused on ensuring lasting changes in behaviour, improving sales competence and exploring new learning trends. Jotun Academy The academy was established in 2006 as the hub of all company training. It now includes courses in human resources, marketing, sales, purchasing, R&D, operations, technical sales support, finance, management, and other standalone modules. New Customer Service Academy In 2014, Jotun piloted its latest academy, the Customer Service Academy. The academy will provide Jotun’s 600 Customer Service professionals with the necessary know- ledge, skills and mindset to excel in this discipline. The course has been tailored to our needs and aims to differenti- ate Jotun through market-leading service. With this addition, Jotun now offers training for the entire sales process. Creating a lasting change in behaviour To secure a greater return on investment, we strive to enable participants to achieve a lasting change in their behaviour. This means placing more emphasis on the work done by the employee and their manager before and after the training period. Ideally, a quarter of the learning should be done before the training period starts, a quarter during training, and the remaining half completed after the training has ended. In 2014, we introduced two new measures to support pre-course learning: - Sales Academy content training (e-learning) for managers and HR. The plan is to roll out content training in the other academies. - An awareness mail for managers explaining their responsibilities in relation to their team members’ training Due to the importance of post-course learning, we have put a great deal of effort into processes that help the participant reiterate what they have learned and achieve a lasting change in behaviour. In 2014 we introduced these measures: - Increased follow-up and greater focus on measuring post-course work - Mandatory use of key issue talks (KIT) - Assessment of behavioural change through self evaluation, 180 and 360 degree surveys E-learning launched One of the most important tools for achieving a lasting change in behaviour is e-solutions. In 2014 we launched a new e-learning portal. We now have nearly 9 000 users and offer over 170 courses. We use this mainly for product and concept specific training. We also launched Enalyzer, offering Jotun employees a standardised, cost effective survey tool. Investing in people
Jotun Group Report 2014
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