Development

Vaisala continued to invest significantly in training to improve and maintain the competence and skills of its personnel. As in previous years, the focus was on application and product training and in securing and improving individual professional skills.

In 2008, 50 employees took part in a four-day introduction to meteorology course organized with Palmenia. Brief introductory courses on meteorology will be continued as a part of the induction of new employees.  

The seventh Vaisala Business Learning Program concluded in September with a simulation of the company's financial operations.  During the spring the Program's participants worked on projects dealing with Vaisala's new strategy. The projects were presented to the Management Group in May.

The LEAD leadership training program launched in 2007 was continued.  The program comprises four modules which focus on understanding various leadership roles, self-leadership and leadership performance.

A total of 125 supervisors started the program in 2008 and 30 others completed it.

A four-part training program for new supervisors working in Finland continued through spring 2008, as did the mentoring program, which has received outstanding feedback.

In 2008, the Operations unit launched several team development processes for new teams and they will be continued in 2009. Other units also made use of various led team development programs to support their organizational and operating model changes.

Vaisala has an excellent employer image

In 2007 and 2008 Vaisala invested in improving its employer image, especially among students. Targeted recruiting events, company visits and the Vaisala Giant Leap trainee program launched in spring 2008 improved Vaisala's recognition and appeal considerably, especially among engineering, business and IT students.

Internal employee image is also very positive and better than that of the personnel survey’s benchmark companies. Of personnel, 82 percent said they would gladly recommend Vaisala as an employer to their acquaintances.

The strategy reform that was started in 2007 was continued in 2008. It was also necessary to change the organization and operating procedures in the new market-oriented strategy that focuses on chosen market segments.  The structure, goals and markets of the business areas were redefined. Product development and management were centralized in one group level unit and strategic research was made into a separate unit. Marketing competence and capacity were also reinforced by joining the various sales segment units into a single unit.  A new operating model and annual calendar were defined for the matrix organization. All reforms entered into force at the beginning of 2009.

Personnel considered the new strategic direction as a change for the better, although many of the practical changes were considered challenging at times. A working group appointed by and supporting the management team managed the actual reform. The changes were implemented using active multichannel communications, two-day workshops for supervisors and a strategy web course for all personnel.