CAREERS
As a major force in high service distribution globally, we are a people business, constantly driving for high performance and talented individuals
EMPLOYEE TESTIMONIALS
SANDRA CAMPOPIANO, GLOBAL HUMAN RESOURCES DIRECTOR, PREMIER FARNELL
“Investment in our people is a significant pillar in our strategy for profitable growth. We know that our people are critical to a positive customer experience and our future success.”
“Investment in our people is a significant pillar in our strategy for profitable growth. We know that our people are critical to a positive customer experience and our future success.”
Putting people at the heart of our business - what does this mean?
Of course we have to stock the right products, and get them to our customers at the right price and on time, but we know it’s people that really make the difference. At every stage of the process we know that our people have the opportunity to influence positively the experience of our customers. That’s why the investment in people is a significant pillar in our strategy of growth and profitability. We call it “putting people at the heart of our business” because this guides the thinking and decision making around our People Plan.What are the priorities of the People Plan? The investment will take many forms. First, we want to be sure that everyone understands the direction but, more importantly, the contribution they can each make personally to the strength and growth of our business. Engaging communication and participation are cornerstones in the plan – for example we kicked off the year with a cascade initiative worldwide where every employee of the Group was involved and worked in teams to agree personal commitments in support of the strategy. We received powerful feedback from every corner of our business –many new and different ideas to improve things for customers, suppliers or employees – and these commitments from all our businesses are now openly published on our intranet for all to see. Attracting, retaining and developing talent is another priority. We’ll continue to simplify structures and processes to attract people into fulfilling roles and long-term careers, encouraging movement across the business to broaden individual experience. We’ve also now developed new methods to help with succession planning and talent management and these include investments in mentoring and 360 degree feedback on the skills we deem are critical for our leaders. This year we will be developing learning tracks for key job families from entry through to the more senior roles to encourage career progression and to build and retain the knowledge, skills and expertise that our customers tell us they value. We’ll invest in technology too this year – from HR databases, through to the OnLine Learning Centre and information technology in our distribution centres – we want to use technology to make business easier. Most of all our vision is to develop a “best in class” HR practice that underpins “best in class” business practice as we journey to become a truly high performance organisation.
Of course we have to stock the right products, and get them to our customers at the right price and on time, but we know it’s people that really make the difference. At every stage of the process we know that our people have the opportunity to influence positively the experience of our customers. That’s why the investment in people is a significant pillar in our strategy of growth and profitability. We call it “putting people at the heart of our business” because this guides the thinking and decision making around our People Plan.What are the priorities of the People Plan? The investment will take many forms. First, we want to be sure that everyone understands the direction but, more importantly, the contribution they can each make personally to the strength and growth of our business. Engaging communication and participation are cornerstones in the plan – for example we kicked off the year with a cascade initiative worldwide where every employee of the Group was involved and worked in teams to agree personal commitments in support of the strategy. We received powerful feedback from every corner of our business –many new and different ideas to improve things for customers, suppliers or employees – and these commitments from all our businesses are now openly published on our intranet for all to see. Attracting, retaining and developing talent is another priority. We’ll continue to simplify structures and processes to attract people into fulfilling roles and long-term careers, encouraging movement across the business to broaden individual experience. We’ve also now developed new methods to help with succession planning and talent management and these include investments in mentoring and 360 degree feedback on the skills we deem are critical for our leaders. This year we will be developing learning tracks for key job families from entry through to the more senior roles to encourage career progression and to build and retain the knowledge, skills and expertise that our customers tell us they value. We’ll invest in technology too this year – from HR databases, through to the OnLine Learning Centre and information technology in our distribution centres – we want to use technology to make business easier. Most of all our vision is to develop a “best in class” HR practice that underpins “best in class” business practice as we journey to become a truly high performance organisation.
| ALEX PENG, PREMIER ELECTRONICS, CHINA "...there are learning and development opportunities". |
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| MARTIN YUMBYA, NEWARK, USA "...it is exciting and challenging and we have great people". |
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