Article: Smart data = a better working environment
Systembolaget has begun working with smart data in order to improve the working environment, and we are currently investigating why some groups of employees have a higher staff turnover rate than others.
Here at Systembolaget, we talk about sustainable performance environments. For us, that means a work environment in which our employees feel that the right preconditions exist for them to feel good and do a really good job.
Key to our mandate
This is obviously important to Systembolaget’s employees, but it is also important in ensuring that our customers are satisfied and receive the best possible service. And that is, in turn, a precondition of our continued existence and our long-term ability to carry out our mandate – to limit the harmful effects of alcohol.
Smart data for motivated colleagues
A good working environment is, in other words, very important to Systembolaget. We are working continuously to create and improve these sustainable performance environments. And one of the ways we are now doing this is by making use of smart data (statistics and in-depth analysis). It is thanks to this that our HR analysts are able to draw important conclusions about how our work environment affects how we perform.
All skills are important
One of the areas we are looking at is staff turnover-rates, and our smart data means we are now able to analyse the area in a completely new way. The first measurement shows, for example, that we have a relatively high rate of staff turnover amongst certain groups, including young men with a foreign background. Systembolaget is keen to ensure a wide range of skills within the organisation, and if some groups have a higher staff turnover rate than others, we risk losing the breadth of our in-house skills. In 2016, therefore, we initiated a more in-depth analysis of the reasons for this staff turnover. Better understanding means a better chance of improvement.
Systembolaget’s most important tool in creating sustainable performance environments by far is our management and leadership skills. Leadership within Systembolaget is based on the core belief that every individual shall be encouraged to maximise their potential to enable them, in turn, to help others maximise their potential. We have accordingly implemented a number of activities during the year with the aim of strengthening and developing our managers. Here are two examples:
- 360-analysis. All of our managers completed a 360-analysis during which they receive feedback from subordinate employees, colleagues on the same managerial level as themselves, and their superior managers. They also carry out a self-analysis.
- Max 17 employees. We have made a strategic decision that no manager shall have direct responsibility for more than 17 employees. This decision was taken in order to reduce the managers’ workload and the initial trials have yielded sufficiently good results that the structure has now been made permanent throughout our organisation.