We’re opening up recruitment in August, and I wrote this blog post with that in mind. I’ll highlight a few key aspects of our operating model and continue this discussion in future blog posts. My goal with these posts is to get you thinking about how you would operate in a cell-based model without supervisors.
https://vertia.fi/itseohjautuvat-solut/
The cell model works well for us. So what kind of people do we have, given that we’ve managed to make these cells function effectively without supervisors? Is this model unusual in the construction industry? In this operating model, we take responsibility for more than just getting the work done. The fact that work is done with the customer in mind, on time, and correctly is a given for us, and we take responsibility for that, but this is about much more than that.
Vertia's general principle:
People from Vertia
- are reliable and responsible adults who are capable of making important decisions
- take responsibility for their own actions and decisions
- are fallible and sometimes make mistakes
- want to do a good job and continuously develop as professionals
- do not need protection, but are able to handle even bad news and feedback
When the right people meet
When the right people come together as a result of recruitment, it’s truly amazing. The atmosphere is supportive and conducive to learning, and it fosters a sense of team spirit. However, this doesn’t mean there aren’t disagreements. Differences of opinion are always there, but how things are handled is the most constructive part. Disagreements are necessary because they also foster personal growth, not just a way of doing things. Disagreements can teach us to see things differently if we dare to look at them from another angle. A big ego won’t get you far here; instead, it’s more about having the attitude to listen to others and boldly express your own views.
Flexibility in work and personal life
We are flexible when it comes to job assignments, as we train employees in multiple roles. During performance reviews, we discuss each person’s passion, capabilities, and the company’s needs. We adopted the Hedgehog Concept model for our performance reviews, which has proven to be effective. This is one way to help employees understand their own role. (The Best of the Best book)
According to the hedgehog concept, a good role combines the following elements:
- I'm inspired by what I do (Passion)
- I can become really good at it (Ability)
- What I do is necessary, and it creates value. (Need)
During the development discussion, the employee chooses a mentor. The mentor can be any colleague. The person chosen as a mentor is the one who can best help the employee develop in their role. The mentor and mentee go through a modified version of the Siili concept’s questionnaire, such as what inspires them, where they can become truly good, and what is needed. What needs to be learned and where?
So as not to break the camel's back
The purpose of the development discussion is to encourage everyone to reflect on their strengths and areas for growth, while keeping the company’s needs in mind. This clarifies existing roles. It is not always necessary to learn a new role; instead, you can deepen your existing one. If there are too many roles, they can also be reduced. It is important to recognize your own workload and act accordingly. A mentor is there to support you.
Thinking of a shorter workweek?
Since many people these days want to work a shorter week and have more time for other aspects of their lives, at Vertia you can work a 32-hour week instead of a 40-hour one if you prefer. If you have personal commitments in the middle of the week or during a workday, etc. you can simply mark it on the calendar, so the work scheduler knows you’re unavailable for a shift at that time. You don’t need to tell anyone where you’re going or why you’re away. For many types of work, you also manage your own calendar, for example, regarding follow-up measurements. Hourly entries are made in the ERP system. If your hours go into the negative, you can make them up or have them deducted from your pay—whichever you prefer. We don’t encourage overtime, as personal time is important to all of us. We aim to get our work done during working hours. Yes, we do get busy at work, but that doesn’t happen because a supervisor tells us to. Everyone has a sense of responsibility and a desire to serve the customer well, which can easily lead to working longer hours. For example, a customer has forgotten to have the humidity measured in a certain area and asks if it’s possible to come by tomorrow to do the measurement.
In August, we’re once again looking for someone to perform moisture and airtightness tests. The candidate may be someone already working in the construction industry or someone looking to change careers—the most important thing is that we find the right person for the job.
In my next blog post, I’ll explain how decisions that are traditionally made by supervisors or management are made at Vertia.
Are you interested in working at Vertia? Check out our job openings or submit an open application.
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