“Every manager is an HR manager” – how Sigma Industry East North works with wellbeing

People are the product

Kajsa Björn is COO of Sigma Industry East North (SIEN), a technology consultancy founded in 2014 with around 500 employees. It grew 20 per cent in a tough year for consulting. “Our main product is people – we don’t sell anything else.” Its philosophy rests on efficiency, entrepreneurship and recognition.

Equal treatment – but everyone is different

Not everyone wants to be a manager, so SIEN invests in letting technical specialists flourish too. Growth funds leadership development with KTH Executive School, programmes for future leaders and shared experiences such as choir and dance competitions – with professional coaches and no obligation to perform.

Star Ambassadors

Each subsidiary has employee ambassadors who meet group management monthly. One proposal – raising the wellness allowance – was calculated on the spot and implemented a week later.

Every manager is an HR manager

People matters are too important to delegate to one HR manager. Managers get work environment training at onboarding, support from experienced colleagues and the employers’ organisation, and are encouraged to ask for help.

Data and dialogue

SIEN combines system data (such as turnover by pay model and assignment type) with monthly pulse surveys. Results are shared at board and all-hands meetings, managers respond quickly to comments, and ambassadors run annual workshops on the insights. Eight smaller subsidiaries keep a strong sense of belonging.

Key takeaways

• When people are the product, wellbeing and joy at work are business strategy.
• Make every manager responsible for people matters – with support.
• Employee ambassadors shorten the path between staff and leadership.
• Combine system data with pulse surveys, and show that feedback leads to action.
• Smaller units within a larger organisation strengthen belonging.