As the new strategy period begins in 2021, we have reached a pivotal point. In the autumn, we launched a strategy process and invited our stakeholders to participate: students, alumni, corporate partners and personnel. We received excellent advice and representative feedback on our current status as well as on our ambition to build the success of the future Haaga-Helia. We continued to refine the strategy in our higher education community.
Our key objectives in competence development covered the strengthening of the change management dialogue, research, development and innovation (RDI) skills, as well as skills in digital pedagogy. We strengthened the 3AMK cooperation in the development of personnel competence. In addition, we specifically focused on activities that support well-being at work and working capacity.
With regard to competence development, our focus was on different forms of on-the-job learning. Our goal was to grow the number of people who are involved in the RDI activities. We offered coaching and peer mentoring that support RDI skills. In addition, we established an internal competence market where we showcase our RDI projects. The market is a platform for anyone interested in participating in projects to contact the respective project managers directly.
The first pair of teachers participated in job rotation implemented through the 3AMK cooperation: a lecturer from Haaga-Helia worked at Metropolia for the spring, and their counterpart from Metropolia had the opportunity to get involved in the daily teaching at Haaga-Helia. We developed the model based on the experiences gained and opened job rotation for continuous admission.
Haaga-Helia personnel were active last year as well. Our community made good use of the employer-supported benefits, which were expanded to also include cultural events, in addition to sports. At the same time, the Kultu cultural club for personnel organised a number of events promoting communality and well-being.
One of the highlights of the year was our Christmas party built around a wonderful circus theme. The event was attended by hundreds of employees and was a joyous culmination of the productive year of working together!
| THE DEGREE STRUCTURE OF HAAGA-HELIA’S FULL-TIME STAFF |
|
| DOCTORATE DEGREE |
78 |
| LICENTIATE DEGREE |
23 |
| MASTER’S DEGREE |
377 |
| UAS MASTER’S DEGREE |
41 |
| BACHELOR’S DEGREE (UNIVERSITY) |
11 |
| UAS BACHELOR’S DEGREE |
53 |
| OTHER DEGREES |
62 |
In the development of DigiPeda, we placed increased focus on supporting learning and teaching that utilises digitalisation. Our objective was to develop Haaga-Helia as an open, multi-channel development and learning environment that is interactive and safe. Through DigiPeda, our personnel received concrete information and obtained skills and confidence in the design and implementation of online implementations. We also offered coaching and mentoring.
Haaga-Helia’s objective is to provide workplace-oriented education. One way to ensure this is the industry periods of teachers, which offer teachers excellent opportunities to update and develop their competence. During the industry period, a teacher agrees on a development project with the company they have selected and is responsible for planning, implementing and reporting on the project. The goal is to achieve a win-win situation for both parties. The teachers’ industry periods are implemented with the support of the Helia Foundation.
We launched the Uudistamo support programme of management and supervisory work to support change management dialogue and the execution of our strategy. Our key theme was managing the future – how Haaga-Helia’s management should be reformed and what kind of strategy will help us succeed in the future as well. The support programme helped new employees, in particular, to adjust to our internal operating culture.
