Page 28 - EVRY Annual Report 2012

Our Business 28
agreeing career plans. Team scores are monitored, and
everyone is expected to contribute to the actions agreed for
improvement. Action plans are drawn up by managers in
collaboration with their team.
Focus on professionalism
In order to offer high quality products and services, it is
important that all employees are fully up to date with de-
velopments in their own technical specialities. The process
of technological change is accelerating, making it ever more
challenging to stay at the forefront of developments.
We therefore focus on professionalisation in all aspects of the
organisation in order to continuously improve the quality and
speed of customer deliveries to meet market expectations.
Professionalisation is also an important measure to improve
EVRY’s efficiency and strengthen the company's profitability.
One example of this is our work on Lean methodology and
continuous improvement, which helps to improve our of-
fer to customers through simplification, improvement and
restructuring. The Lean program is staffed through internal
recruitment, and offers employees the opportunity to use
their experience of this program as a springboard for the
next stage of their career in the company. EVRY is working
on Lean transformations in selected areas of the company's
activities. Over the last two years, 60 departments with
almost 1,000 employees have been involved in Lean trans-
formations. The evaluation and launch of new transforma-
tion programs takes place on a six-monthly cycle. In order
to support this work, EVRY is preparing a ’Lean Academy’
that will comprise six modules and will include preparing
participants for the important Future Proof transforma-
tion program in the IT operations area. The modules that
make up the Lean Academy are Customer, Service, Process,
Management, Team, and Performance Management.
A further example of competence development and new ca-
reer opportunities relates to the company's projects portfo-
lio. Over the course of 2012, EVRY continued its program of
improvement with unified methodology and project struc-
tures, project monitoring, project management and project
ownership. EVRY operates a ’Project Academy’ which gives
employees training in state-of-the-art project methodology
and tools which form the basis for some of the largest and
most important transformation projects taking place in the
IT industry in Norway and Sweden. At the start of 2013, the
arrangements for work on projects were improved further
by a restatement of the mandate for the group's Project
Management Office.
Management development is a third example of the
company's focus on improvement, and provides personal
development opportunities for managers. EVRY introduced
new manager expectations in 2012 that are based on our
customer-oriented values in order to provide a model for
good management. This identifies the key qualities of our
managers as Inquisitive and Courageous. Inquisitive to in-
vestigate things they do not understand, and open to other
views and new ideas. Courageous to make decisions, to give
and receive feedback, and to drive the performance of their
teams beyond what they first assume they can achieve.
Many internal career opportunities
EVRY needs to recruit new employees for a number of areas,
partly to replace staff who leave and partly in response to
growth in some areas. However, there is no need for all
recruitment to be external. It is positive for employees and
important for the company that we have a well-functioning
internal labour market. It is not always necessary to change
company in order to change job, and EVRY can offer many
exciting opportunities.
Of all the new appointments made in 2012 by EVRY Norway,
170 were internal appointments, representing one in three.
This is a 56% increase from 2011. These figures do not in-
clude internal reallocations within departments that are not
directly related to new appointments. There is now greater
awareness within the organisation of the opportunities for
internal mobility, with greater dissemination of informa-
tion through various channels, including active use of the
company intranet.
EVRY is recruiting more female staff than ever before. EVRY
has a female staff proportion of around 23%, which is in
line with the market, but 26% of new employees recruited
in 2012 were female. EVRY Norway launched a new career
model for the company's 1,200 consultants in 2012. This
involves five levels, and based on a set of objective criteria
consultants can accrue competence points that provide
the basis for technical and management development. This
ensures better correlation between the company's strategic
and business objectives and the career objectives of indi-
vidual consultants.
EVRY operates a separate program for selected talents. The
participants themselves are the driving forces, through their
engagement, potential, and desire for develop-ment. The
program focuses on individual development in interaction
with others with the primary focus on business understand-
ing, teamwork and work on real strategic case assignments.
Sharing expertise through various networks
EVRY operates various internal networks to encourage the
development of technical knowledge and expertise. This
gives all employees opportunities to develop their own com-
petence. Our objective is for all employees to benefit from
personal and professional development by working at EVRY.