Sustainability at work – 2014 Report

Recent initiatives

Employees: Recent initiatives

We’re in the final stages of the company-wide deployment of our Human Resources Management System (HRMS), including related processes and tools. The HRMS will provide a full range of functionalities, ranging from a database containing all employee profiles to analytics allowing leaders to make key personnel decisions. Employees will also be empowered to play a more active role in developing and managing their own careers with us.

Human Resources Management System

In 2013, we began deploying the HRMS across our organization. This cloud-based system is a key enabler for attaining our business objectives and supporting operational excellence and growth. It replaces the large number of non-integrated HR applications, databases and home-grown IT solutions that existed previously.

In 2014, we continued to work on this complex task. With the acquisition of Kentz, we created a team of approximately 20,000 oil and gas experts. This important acquisition expanded and prolonged the final wave of the HRMS rollout, now scheduled for completion in October 2015.

Key benefits
The HRMS helps HR teams collect and manage information related to compensation, recruitment, performance management, talent management, succession planning, benefits administration and training. It also:

  • facilitates the standardization of best practices
  • greatly improves HR reporting capabilities
  • optimizes talent flow across the organization

At the end of the day, this best-in-class system will ensure that we put the right people with the right skills in the right place at the right time.

Enhanced service delivery through self-service
The HRMS will move many HR tasks to self-service mode, reducing redundancies and accelerating response times for both employees and managers. It will allow employees to view information and perform tasks in real time from anywhere.

Managers will also be able to quickly approve employee transactions while on the move. Their ability to access up-to-date reports and dashboards from anywhere will enhance decision-making.  

Global job classification

In conjunction with the HRMS deployment, we also continued to rollout our new job classification framework. It provides a simple and integrated approach to job classification at SNC-Lavalin, enabling us to better attract and retain talent. In 2014, we mapped more than 6,000 employees to positions in Europe, the Middle East and Africa.

This new global job architecture incorporates job requirements and specific job contributions to the company’s success. It serves as the foundation for our total reward practices and career planning. It establishes clear and standardized classification and compensation guidelines. It also describes all job families as well as vertical and lateral career opportunities.

The framework provides employees with a common language to understand how jobs compare to each other and what impact these jobs have on business results. It allows them to map out their own career path by exploring different job families, honing their technical skills and developing their management skills. In this way, the new job classification framework helps us respect our commitment to internal equity and good governance practices.

Performance management

We communicate our business strategy and goals through our performance management process. This process enables us to track employees’ progress against goals. It allows managers and employees to meet one-on-one to review yearly progress, set new objectives for the coming year and update career plans. In 2014, 98% of employees received a performance evaluation.

During these discussions, the focus is on continuous improvement, learning and development. The process also reinforces the link between pay and performance, with top performers rewarded for their results.

A rigorous talent review process also enables us to identify talent at all levels of our organization and ensures a strong pipeline of successors.

SNC-Lavalin competencies
Our competencies lie at the heart of performance management. The competencies reflect valued behaviors which are aligned with a culture that promotes:

  • collaboration
  • business and project execution
  • ethics and compliance
  • health and safety
  • customer focus
  • people and team development
Successfully integrating talent

Our People Strategy provides a structure and methods for enhancing the benefits, assessing the potential risks and ensuring the successful integration of employees from diverse cultures. In each case, we develop and implement a robust integration plan in a flexible and responsive manner.

Our New Employee training curriculum helps ease the transition for new employees. It provides an overview of the company and identifies the standards of behaviour we expect of employees. The curriculum complements local onboarding activities and helps employees:

  • understand their role and responsibilities
  • integrate into the SNC-Lavalin culture
  • develop a sense of belonging and of pride in SNC-Lavalin
  • feel welcomed and know they’ve made the right decision to join us
Exit survey and interview

In 2014, we created an online exit survey which is followed by a face-to-face interview. The survey and interview help us:

  • improve the value proposition for current and future employees based on fact and feedback
  • gather detailed and standardized feedback across the company to identify trends, provide statistics on a global scale and address the reasons people leave
  • maintain healthy ongoing employer/employee relationships
  • identify any gaps in our Ethics & Compliance Program by giving employees an opportunity to report valuable information to us in a private and confidential setting