HUS year 2024: Supervisors and leadership

Supervisors are approachable and fair

The overall results of the 2024 employee survey were at a good level. Positive development was witnessed in all areas. The willingness to recommend HUS has increased significantly: from eNPS  -10 we were able to reach the level of +1.

The long-term efforts to develop leadership skills is reflected in the results of the Leadership Pulse survey conducted since 2021. Of the respondents, 81% reported being satisfied with the leadership of their immediate supervisor. The response rate was 46%. Supervisors are especially commended for their fairness, approachability, and ability to listen to the employees. Good leadership means that the atmosphere at the workplace is perceived as good and confidential.

Employee surveys are tools for leadership and development

Employee surveys are key tools for leadership and development. They provide supervisors and management with valuable insights into employee experiences related to operational activities, leadership, and wellbeing at work. The results will help to prioritize development efforts and assess whether previously implemented actions have delivered targeted improvements.

Annual performance appraisal discussions provide an important opportunity to focus on an individual’s job responsibilities, goals, and competence development. The discussions serve both as a tool for HR management and as a means to gather information for compiling development plans at the individual and unit level. 

Of those who participated in performance appraisals, 74% found it very or extremely useful, but the participation rate (58%) is an area for improvement.

Diversified development of leadership skills

We developed leadership skills with diverse methods and at different career stages. Those in the early stages of a supervisor’s career will participate in the Supervisor passport coaching which explores the key aspects of leadership. The development of leadership skills is supported by Further vocational qualification in First-Level Management and Specialist Vocational Qualification in Leadership and Business Management. We organized leadership training on current themes, such as knowledge leadership and finance, change management, and employment relationship topics.

The use of mentoring as a form of development in supervisory work has increased. Mentoring not only supports the professional development of the supervisor but also provides new perspectives and learning opportunities to the mentor.

We built a tool to survey leadership skills to help us identify a supervisor’s leadership competencies and areas for improvement.  The tool can be used in the development of the leadership skills of both the individual and the unit supervisors. We also revised the recruitment process for supervisors.