The academic results for 2020, the financial result and feedback from staff about the effects of remote studies and remote work on work and wellbeing confirm it: We succeeded together!
The most important common goals for 2020 were the next steps in the strategy process and the educational reform. We continued co-developing and refining the strategy of the educational reform project in our academic community. We defined our strategic choices as goals based on the feedback we received and combined them into a strategy map for the strategic period of 2021–2025. Our central goal was to prepare for the implementation of the strategy and use organisational change to strengthen the future-proof organisation, which supports the goals of the educational reform.
Together with the middle management, we outlined a way of organising matters that supports the strategy, and as the plans became clearer, we opened the dialogue up to the entire staff. We carried out negotiations about organising the work in the organisational reform as stated in the Act on Co-operation within Undertakings. Our negotiation process enabled continuous and genuine dialogue about the organisational plan with our staff. Our current staff and management will also build our future success in their new roles.
We renewed our operations and adapted our plans because of the COVID-19 pandemic. In March, we transitioned to remote teaching and remote work, and in the autumn we adopted a hybrid model based on the remote form. We immediately provided our staff with training to strengthen their remote teaching and working capabilities. In addition, we offered personal support and counselling. We also made our work arrangements more flexible and workdays lighter by increasing flexitime. In addition, we encouraged our community to engage in unofficial, virtual meetings.
The focus points of our competence development were dialogical change management, strengthening strategic core competences, especially research, development and innovation capabilities, and digital pedagogical competence. We also increased coaching for facilitating remote meetings. Due to the pandemic, some of the industry periods of the teaching staff were delayed until a future date.
|THE NUMBER OF PERSONNEL 686
|ON AVERAGE personnel had 5 training days per person
|DURING THE WORK ROTATION PERIOD SUPPORTED BY HELIA FOUNDATION 9 teachers conducted a research project and developed and shared their knowhow
|UNIVERSITY OF WESTMINISTER: 11 Haagahelians trained in a collaborative doctoral programme and 4 graduated
|THE DEGREE STRUCTURE OF HAAGA-HELIA’S PERSONNEL
|UAS MASTER’S DEGREE
|BACHELOR’S DEGREE (UNIVERSITY)
|UAS BACHELOR’S DEGREE
[listaelementti otsikko="Strategic values were brought into everyday life"]
We promoted individual work wellness during this exceptional time with the Academy of Brain learning platform. We actively used the Cuckoo break exercise application to create breaks in our remote workdays. We supported a sense of community by sharing our tips for work and leisure time. We also promoted our wellness at work with the sports and culture benefits of Edenred, with the Everyday Energy and Wellbeing lectures and by targeting recreational funds for communal use. We strengthened the working ability management capabilities of supervisors and used surveys to map out wellness at work during remote working.
We offer our staff broad occupational healthcare services to provide support for their working ability and to strengthen wellness at work. This also provided a good basis to support our working ability during the pandemic. At the beginning of 2020, we increased our offering to include remote consultation services, which enabled the use of video consultations and chats. We also made coronavirus testing available to our staff as soon as it became part of occupational healthcare. In addition, we broadened the scope of our statutory accident insurance coverage to include remote work, in order to protect our staff.