45 h 4,500 47% 70% ON THE JOB TRAINING 20% COACHING 10% CLASSROOM EMPLOYEES EVERY THIRD CAR IS ASSEMBLED USING OUR TOOLS 24% 21%

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1 FURTHER YOUR CAREER WITHIN INDUSTRIAL TECHNIQUE 2012/2013 INDUSTRIAL TECHNIQUE OPERATES AROUND THE WORLD OUR FOCUS INDUSTRIES 24% 7% 47% 1% 21% WE INNOVATE SUSTAINABLE PRODUCTIVITY FOR CUSTOMERS IN AUTOMOTIVE AND AEROSPACE INDUSTRIES, INDUSTRIAL MANUFACTURING AND MAINTENANCE AS WELL AS VEHICLE SERVICE LAST YEAR WE RECRUITED 67% OF OUR S INTERNALLY 67% INDIVIDUAL RESPONSIBILITY FROM DAY ONE FOR YOUR WORK AND YOUR CAREER WORKING WITH WORLD-CLASS CHALLENGES WORLD-LEADING COMPANIES ALL AROUND THE WORLD ARE USING OUR SCREWDRIVERS SMARTPHONE SCREWS CAR 2,500 SCREWS AIR PLANE 3,000,000 SCREWS 45 h THE AVERAGE NUMBER OF COMPETENCE DEVELOPMENT TRAINING HOURS PER EMPLOYEE 4,500 INDUSTRIAL TECHNIQUE EMPLOYEES COMPETENCE DEVELOPMENT AT ATLAS COPCO 70% ON THE JOB TRAINING 20% COACHING 10% CLASSROOM EVERY THIRD CAR IS ASSEMBLED USING OUR TOOLS READ THE INTERVIEWS TO FIND OUT WHAT IT TAKES TO GET A SUCCESSFUL CAREER WITH US.

2 Great products & great people make our success MATS RAHMSTRÖM Business Area President for Industrial Technique I am proud to head this business area. Our strong combination of products and people has made us the world leader in our field. Great products and innovation are the foundation for our success. At Atlas Copco we like innovation and we invest in it, which I think attracts great people. And great people attract more great people. It is this combination of great products and great people that have made us successful. Our system for development and career may be a little hard to grasp for the newcomer, as you are encouraged to find your own drivers to find, and apply for, the jobs you want. And maybe more than once before you get it, because we can not promise a job to anyone everybody has the same opportunity to apply. As managers, we have a great responsibility to coach you in your development, and we must be open to discuss your future and say: Look, these are the gaps you need to bridge if you want to take the next step. I think our approach to development and career demands courage, because you may need to take a step sideways or even down to get on with your career. I think the most important trait you need is curiosity. You must be willing to try new things, to find out about them and want to learn. Responsibility is also important. And if you want to grow, you may need to take responsibility for things that may be outside your specific area. I have never had a set career plan in mind. I just tried to do as best I could on the job I had at the moment. As for myself, I have never had a set career plan in mind. I just tried to do as best I could on the job I had at the moment. And I have probably been too quick to say Yes, that sounds interesting, before actually considering what it involves In our organization, we try hard to distribute responsibility, because we want to keep the solution close to the problem. That makes us a swift and quick organization. And we keep our customers satisfied. I truly believe that life is too short to waste on a job you do not enjoy. Naturally, we are measured on our performance, but we must engage ourselves in what we do. If you bring high energy and passion to work, you will certainly be successful. Knowledge and competence can be acquired along the way, so we look for that passion and drive. We want you to want to change the world! There is more to making a career than becoming a manager To develop people, help them grow in their position and to move within and in-between our divisions is probably our most important job. And in a few years I see that we will have a great need for middle management. Career is not always climbing the ladder into management positions, it can also be to broaden your knowledge or to specialize in something, says Lars. I totally agree. It is important that our culture inspires to development and creating a career, so that you can challenge yourself. And stretch a little beyond your comfort zone. Within Atlas Copco we have very clear jobs, missions, responsibilities and work tasks, which are important parts to be able to steer and influence your own development, states Henrik. Our business model is completely based on competence, in every part of our organization. We need to be smooth and swift, but without great leaders we will get an inefficient organization and lose speed, agility and precision, says Tobias. At the same time it is important to stress the fact that the reason we are successful and the organization we want to be is that we have a quite flat organization, continues Lars. On every level there is room for skilled employees to run their own projects, to drive your own part of the business and business development onwards. Just by looking at the three of us, you will see that we all have worked with very different things in our careers such as R&D, marketing, sales and development, adds Lars. And we have all worked close to both technology and products. Securing future competence needs demands more internal mobility Fifty years ago, we sold tools. Today we primarily sell premium products. Everything has become more complex, specialized and challenging, says Tobias. We now segment our organization and divide it into separate teams. These teams focus on becoming great within a specific area, says Henrik. In this case, we steer away from the breadth in favor of dedicated and specialized global teams. Movability is the key to a successful career and business The Divisional Presidents Lars Eklöf, Tobias Hahn and Henrik Elmin have a shared view on career and development within Industrial Technique and Atlas Copco it s all about challenges. A huge challenge we face today is to secure global competence and we need knowledgeable people all over the world. We must be able to meet the customer with the right competence wherever it is. We need systems that encourage movement between divisions, business areas and so on. As a company we need to be dynamic and make sure that there is room for different people and attract both specialists and generalists, Tobias continues. The short-term assignments, up to six months, are a great step forward, Henrik states. It has really got the mobility up to speed, while you still keep your position in your home country. Your manager should coach you, but the basis of our philosophy is that you are the primary person responsible for your development and career, says Tobias. All available positions are free for anyone to apply, it is an absolutely open and transparent process. 2 3

3 Attitude is key knowledge can be taught To work cross-functionally within the company is very rewarding RODRIGO VICENTINI General Manager Curitiba, Brazil MALIN KJELLBERG Industrialization Manager Tierp, Sweden What I enjoy most about my work is the mix between long-term strategic work such as decrease time-tomarket, production friendly design and how to secure stable products from a production perspective and the more short-term work with daily issues on the pilot assembly line. To work cross-functionally within the company is the key. My team of project managers at the Tierp Works industrializes new products until they are ready for a sound serial assembly. Working MECHANICAL 4 close to other functions, such as R&D and the serial assembly line, is crucial to succeed with future products. I am also part of our management team, which helps me get a better overall perspective. I am what, within Atlas Copco, is called a Challenger and I have had the opportunity to take part of the Challenger program, which is an International Talent Program. Employees worldwide can apply for it. In my group we were 14 different nationalities of varying professions, such as R&D, Service, Marketing, Logistics, Purchasing and Sales. I got to work within a real-life case in marketing an allnew area to me. We met in Swe- den, China and France where we worked on the projects and listened to, as well as discussed with, managers and other representatives about how things worked in their field. I also had a number of meetings with HR, where the focus was on my development. My personal development plan has been very rewarding. If you should be interested in learning more about another area you should know that all employees in Atlas Copco are encouraged to move between fields of expertise and there are numerous opportunities both locally and globally. INDUSTRIALIZATION PROJECT CHALLENGER As a manager of managers I believe my core responsibility is to challenge every single individual to reach their best performance. I support the creation of an environment for development an environment where people are free to take risks and challenge themselves, as well as taking responsibility for their actions. And I strongly believe that this sort of environment can be a great place to work. Respect for each individual and their personal values should always be present, to create a PRODUCT AND SALES PRODUCT place where people want to be and want to deliver their best. I am a salesman at heart! And as such I need to be in front of the customers. I enjoy to be out there coaching my fellow salesmen, discussing a service contract, interacting to identify customer s needs and how we can fulfill those. At the same time, I try to let the people do their work. I see my role as a leader to coach people and understand their demands. By staying in the background I let my team take responsibility and I am there to support. APPLICATION CENTER MVI BUSINESS LINE To succeed as a leader within Atlas Copco you need the ability to deliver lasting results. This is quite a wide spectrum, but I like it. As managers and as a company we need to be flexible, resilient and adaptable to understand the local needs and implement the global view. Personally, I coordinate with my team to find the necessary profile for every position. And then, we look for the person that best can fulfill that profile. And to me, attitude is key - knowledge can be taught. GENERAL CUSTOMER CENTER GENERAL Relocated Brazil Mexico Relocated Mexico Brazil 5

4 To change your career, you need to be self-sufficient RICKARD VAHLBERG Operations Manager Tierp, Sweden If you focus on letting your colleagues grow and succeed you will also be successful MIKAEL MONSELL Program Manager Stockholm, Sweden What I really enjoy in my work is the freedom with accountability. As long as you deliver according to expectations and learn from your mistakes you have great freedom to define your own strategy and I enjoy working closely with my team. Honestly, I smile every day on my way to the factory. My responsibility as Operations Manager is to run the factory, the Tierp Works, together with my management team and develop the business both short and long term. I changed my career path as I wanted to challenge myself and learn more about the business and the different areas in the company.the biggest challenge so far for me must have been when I took on staff responsibility for the first time. If you want to change your career, the first you need to understand is that you have to be self-sufficient. Try to find your next step and figure out how you could make yourself attractive for that position. Apply for jobs and show that you are interested. You might not succeed at your first attempt but the managers have seen you. Next time you probably get the job! Within R&D I am technically responsible for all our existing products, spanning widely from air and electric driven assembly tools and systems to grinders, drills, software and accessories. Aided by eight great team leaders, I manage a business of about sixty people, focusing on maintaining and developing our existing products as well as solving any quality and production problems. All to secure deliveries and keep our customers happy. We always strive for close cooperations with our customers, primarily to understand problems at a customer s site. To understand problems on-site has proven to be the best way to understand the root cause and solve the right problem. Understanding our customers situation is absolutely crucial to make the right decisions when developing and solving problems. Our Design Engineers often visit customers around the world, and customers also visit our production units and our Nacka office, just outside Stockholm in Sweden. The biggest difference from my previous position as Project Manager is that I now manage a business through my team leaders. This sets all new demands on my leadership skills, which I find very developing. And I have great use of the experience from my former roles. I think the best thing about Atlas Copco as an employer is that you will get much trust and constantly be provided with new challenges. If you want to become a successful manager focus on letting your staff members and colleagues grow and succeed. Then you will also be successful. DESIGN PRODUCTION ASSEMBLY BUSINESS AND TEAM OPERATIONS MECHANICAL PROJECT 6 HIGH POTENTIALS MASTER THESIS AT ATLAS COPCO INTERNATIONAL MANAGEMENT 7

5 DO YOU WANT TO KNOW MORE ABOUT HOW YOU CAN FURTHER YOUR CAREER? Contact us, and we will tell you more. Sylvia Vianden-Swartz Divisional Human Resources Manager Phone: +46 (0) Mobile: +46 (0) Cecilia Sandberg Vice President Human Resources Phone: +46 (0) Mobile: +46 (0) SOME OF THE ROLES WITHIN INDUSTRIAL TECHNIQUE INDUSTRIALISATION WORKSHOP TECHNICIAN FIELD SERVICE TECHNICIAN OPERATIONS SOFTWARE BUSINESS DEVELOPMENT CATHEGORY LEAD BUYER SERVICE BUSINESS CONTROLLER GENERAL ENVIRONMENTAL ADVISOR INTERNATIONAL MARKETEER PRODUCTION SEGMENT PROPOSAL ANALYST PROJECT BUYER SALES CUSTOMER SUPPORT COUNTRY MARKETING SPECIALIST QUALITY BUSINESS LINE TEAM ASSEMBLY SOURCING PRODUCT & SALES COMMUNICATION PURCHASING LOGISTICS AND SUPPLY CHAIN COORDINATORS CREDIT CONTROL PROJECT CUSTOMER SERVICE SPECIALIST PRODUCT SPECIALIST IT KEY ACCOUNT CNC OPERATORS CALIBRATION DISTRIBUTION TECHNICIAN DESIGN IMS