The Company
Øresund Bridge connects a region
From a distance, a 204 meter high, 7,845 meter long bridge with 4,050 meters of tunnel comprised of 20 sections weighing 55,000 tons each is an impressive sight. Perhaps even more impressive, however, is the idea that this uniquely beautiful construction, which was completed in 2000, would become a catalyst for a new region. A region that joins two brother countries. That vision has become reality in a spectacular fashion. Not only has use of the bridge steeply increased, but more and more Danes now live in Sweden and more and more Swedes commute to work in Copenhagen every day.
Focus Areas
One system unifies two regions
”It isn’t always easy to be a manager in our organization, which has offices in two different countries. The same rules do not apply in both Sweden and Denmark, so it’s a lot to stay on top of unless you have a system you can rely on for help,” says Jette Gotsche, who is in charge of Øresund Bridge’s personnel projects in both countries. “Today we employ 75 people in Denmark, and 100 in Sweden, so it’s a major benefit for us to be able to centralize information about our people in a single, shared location.”
Payroll and personnel administration systems do not support competence development
”Naturally, we started by testing whether our Swedish payroll system, with its personnel administration module, could provide what we needed. We also tested our quality control system. What we discovered was, although these systems could perhaps register data, they are not designed to focus on competence development to the extent that we intend to."
People-centric customer focus
”It is important for a service company like Øresund Bridge to adapt to customer needs, and to enable our employees to address our customers in a pleasant, highly-professional manner. Øresund Bridge has recently undergone considerable technical improvements, including a new IT system for all customer management, sales, marketing, and registration of bridge passengers along with new automat and electronic payment machines. All of this naturally poses new requirements for employee competencies, and that is precisely where we have the highest expectations for the results that we can achieve by using MindKey HCM.”
Clear objectives
In addition to developing competencies and collecting information, which today are spread all over the place, Øresund Bridge has even more ambitions for their new system. “We already use employee discussions, but with MindKey HCM each discussion will contribute more effectively, more directly, to our overall initiative. And, once we have our competence profiles in place, we’ll also be better off in relation to internal recruiting,” concludes Jette Gotsche from Øresund Bridge.
Øresund Bridge uses MindKey HCM to:
- Collect all personnel information
- Target employee competence development
- Simplify middle-managers’ personnel tasks
- To unify employee discussions and competence development in one process
- Internal recruiting
