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Skanska in Poland

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Human Resources

Skanska wants to be a leader in People Development and our success is to a large extent dependent on our people. The overall HR strategy is addressing how we shall be successful in attracting, recruiting, developing and retaining excellent people.

Challenges and Opportunities

Since Skanska's success to a large extent is dependent on our people our challenge is to make sure that we attract, recruit, develop and retain excellent people.

We put a lot of effort in developing our employees and want to be a leader in People Development. The coming years Skanska will grow both in terms of number of projects and employees. We strive for increased diversity in the organization and to accelerate internal mobility.

Skanska has a strong brand and is perceived as a very attractive employer in our home markets. Entry interviews and external employer ratings shows that our focus on Safety, Ethics and Green is viewed very positively both among current and potential employees. 

Policies and Strategies

Skanska has an overall HR strategy addressing how we shall be successful in attracting, recruiting, developing and retaining excellent people. This strategy is supported by policies in a number of areas e.g. diversity, compensation and safety.

Based on this framework, every Business Unit has a separate HR-strategy adapted to the local conditions and business strategies.

Implementation, Processes and Measurements

There are both global and local HR Processes in place. Examples of global processes or programs are:

  • A development program for top management where Skanska partners with IMD – Skanska Top Executive Program (STEP).
  • A global Female Mentorship Program.
  • A global common Talent Review Process, measuring performance of top management in the group.
  • Great Boss Index, a global survey that measures the quality of our managers. The index consists of 10 questions that are asked in an identical way in all our Business Units. The questions addresses different perspectives of leadership and culture e.g. receiving continuous feedback, being given opportunities to grow, being able to use one's skills.
  • We work closely with industrial relations both on national level and in European Work Council (EWC) and Building and Wood Workers’ International (BWI) to ensure a good cooperation and common efforts in areas like safety.

We have KPIs on a global level measuring:

Turn-over Total and voluntary
Diversity Share of women / men per level and in line and staff positions
Mobility Number of persons that move between Business Units for long and short term assignments
Employee surveys All Business Units measure climate, leadership and employee satisfaction
Training Number of persons trained yearly
Attractiveness as an employer This is measured through external rating companies e.g. Universum. Poland is an example of a country where Skanska is rated as number 1 both in the industry but also among engineers in general