Our people

Tieto’s Human Resources continued to support the company 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 take a new Human Capital Management tool into use are examples of this development. Both took place in 2016 and are greatly driven by employee experience.

To facilitate 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 expanded into covering 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. In November 2016, the first employees moved to Tieto’s new head office in Keilalahti, Espoo, Finland – a highly collaborative and activity-based premises supporting different working modes with an overall aim to fuel interactions and innovation. The company’s aim is to introduce similar empowering and engaging ways of working across Tieto’s offices worldwide, enabling more mobile ways of working among other things. The Keilalahti building also applies Tieto’s own Intelligent Building concept.

Collaboration and co-innovation throughout the ecosystem is an important part of Tieto’s strategy execution. In 2016, Tieto initiated activity to start working on a platform-based resourcing option.

During the year, Tieto also started 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 real-time access to all essential people data from one place, through any device 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, views and feelings about the new strategy and Tieto as an employer. Tieto also conducted several strategy live chats. These covered different topics and were webcasted to all employees through Tieto’s intranet. Employees could participate in active discussions on the new strategy together with colleagues and management. The overall employee engagement score, measured in autumn 2016, reached 71%, which is slightly better than the year before.

Employee engagement score
Workforce by region by gender, 2014
Workforce by region by gender, 2015
Workforce by region by gender, 2016
Full-time employees by gender, 2014-2016 2402
Part-time employees by gender 2014-2016 new
Permanent employment contract by gender, 2014-2016
Temporary employment contract by gender, 2014-2016
New employees and employee turnover by gender, 2014-2016
New employees and employee turnover by age groups, 2014
New employees and employee turnover by age groups, 2015-2016
New employees and employee turnover by region, 2014-2016

Tieto’s Human Resources (HR) department 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.

The Tieto Human Resources (HR) Policy serves as the overall strategic direction for our people practices, and applies to all employees and operations globally. This policy states that Tieto supports and respect the principles set out in the United Nations Universal Declaration of Human Rights and the ILO Declaration on Fundamental Principles and Rights at Work.