Employee expertise is based on top technical and applications know-how combined with a strong sales focus. The company's sales staff and product specialists are key people in the relationships with customers and manufacturers and build lasting and trusting relationships in line with OEM's business model.
The organisation's ability to adapt to and benefit from the opportunities offered by digitalisation are key to the company's competitive edge. It is crucial to use the tools created by digitalisation in the business process and in the company's internal processes.
OEM's corporate culture is based on the watchwords – positive attitude, commitment, modesty, tenacity and openness. OEM's long-term approach has solidified the business into one coherent organisation that puts performance and well-being at its core.
Creativity and inquiring minds are encouraged
OEM's leadership culture is based on strong teams and specific targets. Each manager builds his or her team and sets clear individual goals for his or her colleagues. OEM encourages its employees to shape their careers by being interested, creative and goal-oriented. Most leaders are recruited internally and a great amount of energy and effort is channelled into identifying and developing individuals with leadership qualities who can become future leaders, both locally and centrally. Career progression is generally within the respective company. Complementing this are central initiatives, such as Group-wide talent-development programmes aimed at improving skills and building networks among the employees. Experience of sales work or work within the product organisation is highly valued in career progression and the company encourages employees to move to positions in different parts of the company and different countries too.
Young employees add dynamism and drive
An important part of steadily building a strong, competitive organisation is to continuously hire young employees. Young engineers who are interested in technology and sales add dynamism and drive. Induction programmes and individual development plans enable new employees to quickly learn their duties and are assigned progressively more responsible work. OEM has a trainee programme for newly-graduated employees with degrees in engineering or economics and the potential to assume leadership responsibilities in the future. OEM also works collaboratively with several educational institutions, offering internship opportunities, guidance in thesis research projects and other assistance. This is a means of attracting future personnel and reaching out with information about OEM's business and operations.
Ambitious sales force
The sales professionals must work closely alongside the customers, assume considerable business responsibility, have extensive knowledge of the products and applications and provide customers with the best service in the market. OEM has high ambitions when it comes to the ability of the sales staff to identify and exploit business opportunities. The sales personnel follow training programmes that run over several years to enable them to meet the requirements. Newly-hired sales personnel attend internal and external courses aimed at promoting personal development and creating an efficient sales methodology. A solid background in sales also opens other career opportunities at OEM, such as sales manager or business area manager positions.
Personal development and long-term vision
OEM continuously works to improve its attractiveness as an employer to current and future employees. OEM's long-term competitiveness depends greatly on employees who develop professionally and have a long-term perspective, and on a pipeline of young talent. Skills development is part of the employees' personal development and their know-how and expertise are regularly updated through training in sales, technology, finance, IT and other areas. OEM encourages employees to continue developing their skills and abilities in different ways and the use of individual development plans is one of the activities. Business objectives are combined with individual goals to produce plans that facilitate the ongoing development of the skills of the employees. At annual performance appraisals, the contents of the personal development plans are discussed, completed activities are evaluated and plans for the coming year are established.
Well-being and health for performance
Well-being and health are essential for being able to perform well and develop, both individually and as a team, and OEM has always made the well-being of its employees a central priority. Regular investments are made to create safe, healthy and attractive workplaces and the company encourages its employees to adopt a healthy lifestyle by offering physical activity opportunities and preventive care and wellness initiatives. Activities designed to create cohesion and group dynamics are often conducted in conjunction with conferences or workplace meetings.
Strives to improve equality
All employees shall have equal opportunities based on qualifications for the job, without regard to religion, ethnicity, nationality, gender, age, disability or sexual orientation. OEM's sector is traditionally male-dominated, but the company strives for a more equal gender balance by increasingly seeking to hire women for male-dominated positions.
Employee numbers increased
OEM regularly recruits employees, largely in the area of sales and marketing, to strengthen existing organisations and hire replacements because of natural turnover of staff. In 2019, the headcount increased from 890 employees to 897. The increase is mainly due to new employees joining existing operations.