Swedish Match continues to prioritize the talent management process. This process is closely monitored by the Group Management Team and included approximately 100 people in 2010. The objective is to secure appropriate staffing of senior management and key personnel, and to identify and develop high potential employees in order to meet long term business objectives.
The talent management process starts locally, with management teams continuously reviewing the existing and required competencies and also identifying key positions, high performers, and future talents. At Group level, the CEO, heads of operating units, and Group Human Resources review the results, and a summary is prepared for the Board. The process enables the organization to gain an overall profile of the requirements and of the potential available in the Group. This process is also used to identify management capabilities, potential future internal careers, and successors.
In November 2010, the Group launched a worldwide cross organizational employee survey as part of a strategy follow-up activity. The purpose was to examine the relative organizational strengths and weaknesses as well as current practices and tools. A few of the areas covered were leadership, innovation, and how Swedish Match fosters a shared understanding of its core values as well as how well the Group inspires and encourages employees to perform and stay with the Company. This effort was a complement to the annual employee surveys that have been conducted regularly within Swedish Match to identify areas of improvement.
Swedish Match continues to focus on Employer Branding from a multifaceted perspective to ensure that it retains and attracts a strong employee base, and helping to ensure that Swedish Match is an attractive employer. The Company’s Swedish operation, for example, was in December 2010 awarded Universum’s prize “New Thinker of the Year” for its Employer Branding efforts.
Page updated Apr 7, 2011