The number of full-time employees amounted to 13 876 (13 083) at the end of December. The number of full-time employees in the global delivery centres totalled 6 643 (6 039), or 47.9% (46.2) of all personnel.
In the full year, the number of full-time employees rose by a net amount of around 800. Acquisitions added close to 200 employees, recruitments increased the number of personnel by a net of around 800 and redundancies amounted to around 200.
The 12-month rolling employee turnover stood at 10.5% (9.9) at the end of December.
Salary inflation is expected to remain at around 3% on average in 2017. In offshore countries, salary inflation is clearly above the average. In Finland, Tieto reached an agreement on the national Competitiveness Pact, effective 13 January 2017. Based on the agreement, annual working time will increase by around two working days in Finland.
Tieto’s Human Resources continued to support the company's renewal in 2016. Employee experience has become a vital part of Tieto’s Open Source culture. The move to the new head office in Finland and decision to adopt a new Human Capital Management tool are examples of this development. Both took place in 2016 and are greatly driven by employee experience.
To facilitate the execution of the new strategy and operating model, Tieto is fostering an Open Source culture based on openness and transparency, where employees feel empowered and can influence their work and build an inspiring working environment. During 2016, this cultural aspiration was expanded to cover the full employee experience.
One important element in building the employee experience is the development and renewal of the physical working environment, internal tools and practices. At the end of 2016, employeesmoved to the new head office in Keilalahti, Espoo, Finland. The office features highly collaborative and activity-based premises supporting different working modes with the overall aim of fuelling interactions and innovation. The company’s aim is to introduce similar more empowering and engaging ways of working across Tieto’s offices worldwide, enabling greater mobility, for instance. The Keilalahti building also applies Tieto’s own Intelligent Building concept.
Collaboration and co-innovation throughout the eco-system is an important part of Tieto’s strategy execution. In 2016, Tieto started working on a platform-based resourcing option. During the year, Tieto also began preparing for the digitalization of HR information and practices with the next generation Human Capital Management (HCM) platform – Workday. This cloud-based solution was successfully launched in January 2017. The aim is to simplify and unify HR processes from an end-user perspective. Workday provides employees and managers with real-time access to all essential people data from one place, through any device and at any time. Going forward, it will be possible to build analytics capability at Tieto HR, adding increased value to people as well as business.
Two strategy pulse surveys were conducted during the year, replacing the former yearly Voice survey for measuring employee engagement. These served as important checkpoints of employees’ understanding and views about the new strategy and Tieto as an employer. The overall employee engagement score, measured in autumn 2016, reached 71%, which is slightly better than the year before.
Tieto’s Human Resources (HR) is responsible for developing people practices in Tieto. The HR function is led by the Group-level Head of HR, while country HR teams are responsible for country-specific HR operations. In addition, Business HR support is also assigned to the respective Service Lines and Industry Groups.