Annual Report - Personnel
Strategic well-being and open career prospects
In 2023, Laurea staff were provided with education and training on themes that have been identified as strategically significant, such as sustainable development, future-oriented competence, digital pedagogy, and internationality. In addition, Laurea began the process of strengthening the AI competence of its entire staff roster during the year. Laurea supported the development of interactional competence among all Laurea employees for the third consecutive year with its continuous LaureaShip coaching. Laurea's training process for supervisors primarily utilises the organisation’s internal competence and its strong culture of co-creation. This model has been used to develop the management of RDI work, pedagogical management, and Laurea’s comprehensive approach to internationality.
In 2023, a career path for RDI personnel was created alongside the previously introduced researcher career path to support the competence-related development of RDI personnel. During the year, Laurea carried out its first progress assessments on the researcher career path. Active discussions were also held on the career path for RDI personnel and its objectives, the opportunities it can bring, and the significance of openness for the career path model’s success.
The strategic work ability management model was honed further as part of the work done by the steering group for work ability management. Laurea carried out multi-level collaboration with its occupational health service provider and pension insurance provider to comprehensively maintain and improve the work ability of its employees. The steering group for work ability management was also given a report on a project that enhanced the creation of job descriptions as part of Laurea’s well-being-at-work development initiatives. The steering group provided valuable feedback and development ideas throughout the year. One new individual measure for supporting the well-being and activity of employees was the introduction of the bicycle benefit for employees in 2023.
Developing and encouraging internationality was an important development target in 2023. As a follow-up to the work done by Laurea’s working group on strategic internationalisation, Laurea’s personnel services continued the development of international recruitments as well as its support for Laurea supervisors who were considering international recruitments. The settling-in services for international employees arriving at Laurea in the future have also been carefully planned. This involves strengthening the provision of language training in both Finnish and English, as well as active marketing. In 2023, the International Week event, which was organised at Laurea after a few years’ hiatus, offered live and concrete opportunities for internationalisation. Laurea’s current and future partners from around 20 different countries participated in the event.
- Developing supervisor competence together
- An open career path is an opportunity
- Internationality belongs to and affects everyone
Key Figures
Number of staff
Teaching staff (total 354)
- Permanent staff 323
- Fixed-term staff 31
RDI personnel (total 85)
- Permanent staff 62
- Fixed-term staff 23
Other staff (total 242)
- Permanent staff 210
- Fixed-term staff 32
All Laurea personnel (total 681)
- Permanent staff 562
- Fixed-term staff 102
Personnel training
- Licentiate 1%
- Other 6%
- Doctor 12%
- Bachelor's degree 14%
- Master's degree 67%
Age distribution and average age of personnel
Teaching staff (average age 51.1 years)
- 30 years and under: 0.6%
- 31-45 years: 28.2%
- 46-55 years: 34.5%
- 56-60 years: 20.3%
- 61 years and over: 16.4%
RDI personnel (average age 45.8 years)
- 30 years and under: 2.4%
- 31-45 years: 47.1%
- 46-55v years: 34.1%
- 56-60 years: 10.6%
- 61 years and over: 5.9%
Other staff (average age 44.4 years)
- 30 years and under: 13.2%
- 31-45 years: 40.5%
- 46-55 years: 25.6%
- 56-60 years: 14.9%
- 61 years and over: 5.8%