In today's mobile labour market, it's important to have a long-term perspective on skills provision. Keeping key employees and attracting new ones are strategic issues for Cybercom. Skills development is one of the most crucial prerequisites for Cybercom's future growth.
The labour market for IT and telecom was very mobile in 2006. As a result, the Group has widened its recruiting to include other sectors. Co-operation with universities through international career fairs has also meant an increase in recruitment of new graduates.
Employee statistics, 2006
- Average number of employees: 414 persons (352).
- Total number of employees on 31 December: 481 persons (414).
- Of all employees, 21% were women and 79% men (22/78)
- Level of education: 91% have academic credentials (90)
- Costs for external training: SEK 2,056,000 (1,587,000)
- Average age: 35 (36)
- Average number of years in the sector: 10 (10)
- Value-added per employee: SEK 851,000 (864,000)
- Personnel costs SEK 319.4 million (284.4)
Skills enhancement
Skill enhancement occurs in external courses, expert groups, and customer projects. Besides pure skills enhancement, a series of seminars is also held to promote company culture and the Group's technical interests.
In 2006, Cybercom initiated the Career Ladder development programme. A consulting company with a career path for consultants is more prepared to meet competition over projects and skills. Defining expectations for consultants - and measuring, communicating, and rewarding based on those expectations - results in top-notch consultants.
The purpose of Career Ladder is to have a tool in which leadership and employees can work in a structured way with professional development. Cybercom defines measurable skill requirements; fulfilment of requirements determines salary and other benefits.
Cybercom employees can see how their skills relate to their professional roles and how they can improve their skills to move up the career ladder. The primary goal is for consultants to grow in their consulting roles.
In 2007, Cybercom will continue to work with skills enhancement, primarily through company-adapted courses. This is to ensure that courses are aligned with our consultants' high skill levels.
Company-adapted courses are often given internally by external trainers. In addition, we purchase individual courses as needed and often work with communities.
Employees are Cybercom's primary source of profitability and success. For employees to develop, and for Cybercom to always be able to offer the best consultants on the market, Cybercom actively works to improve employee competence in leading technologies and to strengthen company solidarity.
Recruitment increasingly crucial
The excellent market situation generated increased labour market activity, while an IT skills shortage is clearly visible. Universities' IT programmes are not filled. It's difficult to find specialists in certain areas. And this will be even more obvious in a few years. Cybercom is known for its top-notch capabilities and strong drive among its consultants. Experts attract other experts, which benefits Cybercom's recruitment process.
These driving forces cause employees to become self-employed when times are good. So as in the rest of the IT sector, smart employees left Cybercom in 2006. While in the short term this is a loss for the company, the right amount of HR turnover is good for Cybercom - it vitalises the company and creates space for new ideas.
In 2006, Cybercom hired 168 persons. They were particularly recruited for their combined skills in technologies and business. Increased recruitment and professional development activities will occur in 2007 - to fortify Cybercom's position as an attractive employer that's competitive on the labour market.
Recruitment in 2006 was fruitful. Recruitment is one of the most critical factors for continued success. Cybercom will further focus on it to assure continued growth.
