That feeling when
At Valmet, you’re not through with learning at the end of orientation – quite the opposite. We encourage you to gain new skills and grow professionally throughout your career with us and provide the opportunities to do so. We don’t believe learning only happens in the classroom so we follow a 70-20-10 learning approach; 70% occurs through on the job learning, 20% through learning relationships and 10% through structured learning.
…you've taught someone something
"As a manager, I try to be a mentor. Being a mentor helps with career development, higher potential development and diverse training and knowledge transfer." -Juliann Frank, Beloit, WI, USA
On the job learning, however, does not include throwing anyone in the deep end without proper training. Learning begins as soon as someone joins us, with an in-depth, structured onboarding plan to help the newcomer familiarize themselves with their role, their colleagues and Valmet as a whole. Next up are functional basics and Valmet fundamentals, which apply to all Valmet employees and cover issues such as processes, tools, safety and more. The business lines, areas and functions also contribute to the training mix, holding trainings on relevant business critical issues. Once equipped with the knowledge you need to succeed, you’re free to take a dip.
Valmet's global training portfolio is designed to motivate individuals and inspire new thinking, bring minds together from around the world, and ultimately, support growth and drive our strategic initiatives and Must-Wins. When building these programs we do not settle for the ordinary but create new learning methods – like the “meeting points” concept, which brings Forward Strategy and Fast Forward program participants together for unique networking and mentoring opportunities.
We are currently running five global training programs: Forward Strategy, Fast Forward, Networking in Procurement, Champions in Services and Leading through Lean – and there are more in the pipeline concentrating on project execution and innovation. So far more than 600 Valmet professionals have participated the programs since they began in 2015 and the feedback and results have been great.
Project work is a key element of Valmet's global programs as it brings positive energy to all involved, allows the company to cascade strategy in a meaningful way and acts as a springboard for innovative thinking.
In Leading through Lean, the value of the projects lie in the project and the potential to apply similar thinking to other parts of the business. A good example is Ovar where one person’s attendance sparked a Lean initiative that continues to build momentum today.
Valmet has been systematically developing its managers since becoming an independent company in 2014. The framework for how we develop our managers was created based on the manager role and values.
In 2015, Valmet saw the completion of 150 projects – all of which supported individual development and the achievement of our Must-Wins.
Project work is a key element of Valmet’s global programs as it brings positive energy to all involved and acts as a springboard for innovative thinking.
China's manager fundamentals program supports skill development, understanding of key business drivers, and communication and cooperation.
South America launched a leadership development program built around a series of face-to-face modules, each focusing on a different theme.