We perform numerous recruitments in any given years and thus need to have a smoothly running process for recruiting new professionals.

Personnel turnover and the challenging job market are reflected in our recruitment process in a way that has obliged us to pay particular attention to our publicity and message. We have also looked at the recruitment process itself, analyzing how agilely we can recruit new talent.

We selected the development of a high-quality recruitment process as a strategic goal for 2020. The purpose of the project was to harmonize the process and, in part, to define a centralized recruitment template. We are continuing these improvements in 2021.

In 2020, we investigated which practices caused friction in the recruitment process. We employed service design to analyze the roles involved at various stages of recruitment and used the applicant experience as a guideline for our work. An agile recruitment process must be as streamlined as possible from the applicant’s perspective in order to sustain the motivation to apply.

We also launched a project to introduce a new recruitment system. This deployment was supported among other things by the fact that it would help us make better use of employment history details, specifically positions and job titles.

In the partly centralized recruitment service model, responsibility for recruitments is centrally assigned to specific recruitment officers in each unit. These recruitment officers provide local support to supervisors but themselves receive support from the centralized HR function for training, development, recruitment marketing and communications, and system expertise.

The model is being piloted in 2021 while exploring how the model can be adapted to various units. The model allows us to be more active in proactive recruitment and to have units collaborate with each other in carrying out recruitments.