Kaikki kirjoittajan LAMKpub artikkelit

Social media as a marketing channel for FMCG brands in Russia

In modern world, social media plays an important role and have changed the way people communicate, search information about products or services, find media content. This development has changed the way businesses are promoted. This article is going to provide a basic understanding of social media concept, evaluate the role of social media in promotion of a FMCG (fast-moving consumer goods) brand in the Russian market utilizing the case of Company X.

Authors: Tamara Vladimirskaia and Marja Viljanen

Social media as a marketing tool

Social media are online tools and platforms that allow internet users to collaborate on content, share insights and experiences, and connect for business or pleasure (Strauss & Frost 2009, 329). Social media includes social networks, blogs, microblogs, photo, and video host services, forums blogs. Most of them have a unique, recognizable interface and work on a set of different technologies that make a certain website a unique communicational tool. (Neyaskin 2010, 7). There are several significant issues that distinct social media from traditional ones: the ability to share information immediately, less censored content, ability to edit and publish any kind of the material. Hence, many companies nowadays have shifted to social media instead of the use of television, newspapers, radio and magazines as marketing channels.

Social media marketing (SMM) is the complex use of social media websites and social networks to promote a company’s products and services. SMM is used to increase sales, brand awareness, attract new customers and partners, analyze the market and search for new opportunities for a business. The main channel in SMM promotion is promotion via social networks. Social networks are websites or apps that unify different people and provides an opportunity to communicate, share media, discuss opinions and search for information. Different social networks could be utilized for different purposes of the company.

Social networks and social media marketing in Russia

In Russia, social networks are popular among people of different ages, nationalities and social status. According to the latest statistics provided by State Statistics Service of Russian Federation (2018), 71.5% of the population in Russia aged 15-72 are active Internet users. Currently, 45% of citizens of the Russian Federation over 18 years old are currently using at least one of the social networks almost every day, 62% – at least once a week. Therefore, there are unlimited opportunities for different companies to use social media as a marketing tool. This is applicable to different types of business, including fast-moving consumer goods brands (FMCG). In the Russian market, the most popular social networks are YouTube, VKontakte, Odnoklassniki, Instagram and Facebook. VKontakte and Odnoklassniki are Russian-based social networks, launched by Russian web-developers in accordance with customer needs and preferences in the specific market.

Currently, social media are used by different size companies for their promotion. This usage is applied to convey the market position, become more customer-friendly and customer-oriented. (Saravanakumar & SuganthaLakshmi 2012). For an FMCG brand, such as Company X, social media practices are an excellent opportunity not only to attract new customers and increase sales but to create a channel to receive feedback, respond to comments and communicate directly with the consumer. For an FMCG brand, the recommendations for SMM strategies are the following:

  • Strategy planning for social media campaigns, clearly stated goals and prepared plan for tools utilization;
  • Content planning with proper media content that shows values of the company and specially designed for each publication;
  • Involving users of social networks and customers of a brand in a content creation to increase loyalty for a brand;
  • The diversity of the content used in promotional campaigns;
  • Budget planning for digital marketing activities in accordance with the needs of the company.
Research and findings

The empirical research done for the case Company has shown several significant issues that could be utilized by an FMCG brand. The empirical research was based on the analysis of the case company social media marketing activities, the survey of the customers and the interview with personnel. Even thought the research was conducted especially for the case company, the results are applicable to other companies in Russia in order to improve SMM activities.

The first key finding was a demand to improve the strategic planning. This includes the need to plan and schedule publications, the budget planning for tools and resources used and the general concept for the promotional plan, content plan development. Second, the content planning requires more attention. There are variety of media types that could be utilized to diversify the content in social networks. This may attract new customers and help to avoid user fatigue from brand content in social networks. Third, due to the specifics of Russian market the focus should be shifted to the social networks that are the most popular in this country. These social networks are YouTube, VKontakte, Odnoklassniki, Instagram and Facebook. All these networks have their own features, different audiences and user interfaces. Therefore, different groups of the target audience might be covered via diverse marketing channels. Furthermore, the implementation of contests and giveaways on a regular basis might stimulate users to create user-generated content and positively influence on the brand image. Finally, the utilization of different SMM tools, such as target advertising, advertising via influence agents, hashtags implementation, execution of pixels of the social network to the website, attracting traffic from the communities bring significant results.

The research results showed that the strategic planning, content planning, different social networks utilization, use of the diverse SMM tools could work in compilation for the stable and ongoing results. Social media is a great tool for promotion, attracting new customers and maintaining existing one. The Russian market with its own specific characteristics is a perspective for FMCG brands further development.

References

Neyaskin G. 2010. Social media influence on business communication. Dialog communication in business. Moscow: High School of Economics.

Saravanakumar M., SuganthaLakshmi T. 2012. Social Media Marketing. Life Science Journal 9(4):4444-4451. [Cited 23 Nov 2018]. Available at: http://www.lifesci-encesite.com/lsj/life0904/670_13061life0904_4444_4451.pdf

State Statistics Service of Russian Federation. 2018. Use of the Internet by Population of Russian Federation. Tables 3.1, 3.11. [Cited 25 Nov 2018]. Available at: http://www.gks.ru/free_doc/new_site/business/it/fed_nabl-croc/PublishData%5CRe-ports%5CReports_2016.html

Strauss J. & Frost R. 2009. E-marketing. 5th edition. USA, New Jersey: Pearson Prentice Hall.

Vladimirskaia, T. 2018.  The Role of Social Media in Promotion of the Fast-Moving Consumer Good Brand in The Russian Market. Case: Company X.  Bachelor’s thesis. Lahti University of Applied Sciences, Faculty of Business and Hospitality Management. Lahti. [Cited 11 Dec 2018]. Available at: http://urn.fi/URN:NBN:fi:amk-2018120520277

Authors

Tamara Vladimirskaia has studied Business and Administration at Faculty of Business and Hospitality Management at Lahti University of Applied Sciences and has graduated and received a BBA degree in December 2018.

Marja Viljanen works as a Senior Lecturer at the Faculty of Business and Hospitality Management, Lahti University of Applied Sciences.

Illustration: https://pixabay.com/en/social-social-media-communication-3064515/  (geralt/CC0)

Published: 12.12.2018

Reference to this publication

Vladimirskaia, T. & Viljanen, M. 2018. Social media as a marketing channel for FMCG brands in Russia. LAMK Pro. [Cited and date of citation]. Available at: http://www.lamkpub.fi/2018/12/12/social-media-as-a-marketing-channel-for-fmcg-brands-in-russia/

 

Sairaanhoitajaopiskelijan perehdytys osana harjoittelua

Opiskelijoiden harjoittelujaksojen onnistumiseen vaikuttavat monet seikat. Harjoittelupaikalla varmistetaan opiskelijan riittävä perehdyttäminen sekä ohjaus, ja oppilaitos varmistaa osaltaan opiskelijan oppimisprosessin tukemisen sekä ohjauksen. Opiskelija itse voi perehtyä ennen harjoittelujaksoa tulevaan harjoittelupaikkaansa esimerkiksi harjoittelupaikan perehdytyskansioon tutustumalla.

Kirjoittajat: Niina Haikka ja Päivikki Lahtinen

Harjoittelu osana sairaanhoitajan tutkintoa

Sairaanhoitajan tutkinto sisältää 75 opintopistettä harjoittelua, eli kolmasosan koko tutkinnosta, joka on 210 opintopistettä. Opintojen aikana perehdytään teoriatietoon, jota hyödynnetään käytännön harjoitteluissa. Koulutuksen tavoitteena on valmentaa opiskelija teorian myötä työelämään sekä samalla harjoittaa kädentaitoja turvallisessa ympäristössä ennen harjoitteluun menoa esimerkiksi simulaatioympäristössä. (LAMK 2018.)

Harjoittelupaikassa opiskelijalla täytyy olla oma nimetty ohjaajansa. Ensimmäisessä käytännön harjoittelussa ohjaajalla on suuri merkitys, ja opiskelija ottaakin hänet usein esikuvakseen. (Jääskeläinen 2009, 5-6.) Hoitotyön opiskelijoiden käytännön harjoittelua on tutkittu laajasti. Erilaisissa tutkimuksissa on otettu huomioon opiskelijan, mutta myös ohjaajan ja opettajan roolit harjoittelun aikana. Harjoittelun alussa opiskelija tekee itselleen ohjaajansa kanssa realistiset harjoittelun tavoitteet ja pyrkii saavuttamaan ne harjoittelun aikana. Tavoitteiden saavuttaminen lisää opiskelijan motivaatiota ja kuuluvuuden tunnetta omaan ammattiryhmäänsä. (Kallio 2011, 12-13.)

Harjoittelujaksolla opiskelijan oma motivaatio ja kiinnostuneisuus alaa kohtaan vaikuttavat harjoittelun onnistumiseen ja tulevaisuudessa jopa työpaikan saamiseen. Harjoittelun ohjaajan rooli on merkittävä harjoittelun onnistumisen kannalta. Parissa tutkimuksessa korostui se, että jos ohjaaja on kiireinen omien töidensä kanssa, niin opiskelijan opetus jää helposti taka-alalle. Harjoitteluyksiköt ehdottavatkin, että käytännön harjoittelu siirtyisi harjoittelupaikoilta oppilaitoksille. Tähän taas koulujen resurssit eivät riitä. Koulut pyrkivät parhaansa mukaan vastaamaan harjoittelupaikkojen vaatimuksiin työelämälähtöisesti. Opettajan rooli painottuu enemmänkin harjoittelujaksoa edeltävään aikaan. Opettajan ja koulun pitää luoda hyvä teoriatietopohja ja kehittää opiskelijan työskentelyvalmiuksia. (Kallio 2011, 9-11.)

Yhtenä keinona opiskelijan perehdytyksessä voi toimia harjoittelupaikan perehdytyskansio, johon opiskelija voisi tutustua ennen harjoitteluun menoa. Perehdytyskansioon tutustumisen avulla opiskelija saa tiivistetyn käsityksen harjoittelupaikasta, jonka jälkeen hän voi syventää tietojaan harjoittelun aikana. Tämän artikkelin pohjana toimii opinnäytetyö, jonka aiheena on Sairaanhoitajaopiskelijoiden perehdytyskansio Päijät-Hämeen hyvinvointiyhtymän (PHHYKY:n) silmäklinikalle (Arrenius & Haikka, 2018).

Sairaanhoitajaopiskelijan kokemuksia perehdytyskansiosta

PHHYKY tarjoaa erikoissairaanhoidon palveluita esimerkiksi silmätautien osalta. Päijät-Hämeen keskussairaalan silmätautien klinikka tarjoaa kattavaa osaamista eri ikäryhmille. Silmätautien klinikalla on poliklinikan puoli sekä toimenpideyksikkö. Toimenpideyksikössä tehdään päivittäin päiväkirurgisia toimenpiteitä. Poliklinikalla on erilaisia vastaanottoja, kuten päivystävän lääkärin sekä hoitajan vastaanottoja. (PHHYKY 2017.)

Koska perehdytyskansio tehtiin silmätautien klinikalle, haastateltiin artikkelia varten parhaillaan silmätautien klinikalla harjoittelussa olevaa sairaanhoitajaopiskelijaa. Haastattelun avulla haluttiin selvittää, oliko tehdystä perehdytyskansiosta hyötyä opiskelijalle silmätautien klinikalla. Haastattelussa käytettiin hyväksi opinnäytetyön palautelomaketta ja haastattelukysymyksiä muodostettiin sen pohjalta. Tärkeimmäksi kysymykseksi nousi se, että mikäli opiskelija olisi saanut perehdytyskansion luettavaksi ennen harjoittelujaksolle tuloa, niin olisiko hän hyötynyt harjoittelujaksosta enemmän.

Haastattelussa nousivat esiin erikoissairaanhoidon haasteet, mutta myös sen tarjoamat hyvät puolet. Keskusteltiin esimerkiksi siitä, että koulussa ei silmäsairauksia käsitellä juuri lainkaan. Näin ollen opiskelijan omalle vastuulle jää koko teoriatiedon opiskelu ja perehtyminen silmän anatomiaan, erilaisiin silmäsairauksiin sekä siihen, mitä silmäklinikalla tehdään ja kuinka siellä toimitaan. Positiivisena asiana erikoissairaanhoidon harjoittelussa nousi esiin se, että jos suorittaa harjoittelun hyvin ja vastuullisesti, on harjoittelupaikasta mahdollisuus saada valmistuttuaan työpaikka. Haastatellun opiskelijan mielestä perehdytyskansioon tutustumisesta ennen harjoittelujaksoa olisi ollut hyötyä harjoittelussa.

Opinnäytetyöllä eli perehdytyskansiolla pyritään auttamaan jatkossa tulevia sairaanhoitajaopiskelijoita valmistautumaan harjoittelujaksoon silmätautien klinikalla. Perehdytyskansio otetaan käyttöön silmätautien klinikalla sijaisten keskuudessa. Opiskelijoiden perehdytyksessä sen käyttöä aletaan hyödyntää keväällä 2019, kun seuraavat sairaanhoitajaopiskelijat tulevat sinne harjoitteluun.

Lähteet

Arrenius, A. & Haikka, N. 2018. Perehdytyskansio – opiskelijan avuksi PHHYKY silmätautien klinikalle. AMK-opinnäytetyö. Lahden ammattikorkeakoulu, sosiaali- ja terveysala. Lahti. [Viitattu 04.10.2018]. Saatavissa: http://urn.fi/URN:NBN:fi:amk-2018101616030

Jääskeläinen, L. 2009. Sairaanhoitaja opiskelijan käytännön harjoittelun ohjaajana. Pro gradu-tutkielma. Tampereen yliopisto, hoitotieteen laitos. Tampere. [Viitattu 27.9.2018]. Saatavissa: https://tampub.uta.fi/bitstream/handle/10024/80663/gradu03611.pdf

Kallio, S. 2011. Tavoitteena taitava sairaanhoitaja – Sairaanhoitajaopiskelijan oppiminen työharjoittelussa. Pro gradu-tutkielma. Tampereen yliopisto, Kasvatustieteiden laitos, Tampere. [Viitattu 1.10.2018]. Saatavissa: http://urn.fi/urn:nbn:fi:uta-1-21501

LAMK. 2018. Opinto-opas. Sairaanhoitaja (AMK). Lahden ammattikorkeakoulu. [Viitattu 2.10.2018]. Saatavissa: http://opinto-opas.lamk.fi/index.php/fi/68177/fi/68147

PHHYKY. 2017. Silmäpoliklinikka ja toimenpideyksikkö. Päijät-Hämeen hyvinvointiyhtymä. [Viitattu 30.09.2018]. Saatavissa: https://www.phhyky.fi/fi/terveyspalvelut/keskussairaala/poliklinikat/silmapoliklinikka-ja-toimenpideyksikko-2/

Kirjoittajat

Niina Haikka on joulukuussa 2018 valmistuva sairaanhoitajaopiskelija Lahden ammattikorkeakoulusta.

Päivikki Lahtinen on LAMKin lehtori.

Julkaistu 5.11.2018

Viittausohje

Haikka, N. & Lahtinen, P. 2018. Sairaanhoitajaopiskelijan perehdytys osana harjoittelua. LAMK Pro. [Viitattu ja pvm]. Saatavissa: http://www.lamkpub.fi/2018/11/05/sairaanhoitajaopiskelijan-perehdytys-osana-harjoittelua/

Making the game better at Nordic Game Conference in Malmö

Nordic Game Conference in Malmö has grown to be the most significant game industry professionals gathering in Europe during its 15 years. In 2018 over 2000 game industry professionals and students enjoyed presentations by over 178 speakers at Nordic Game 2018 (NG18). This year’s NG18 had an Impact track, which caught the eye of GameChangers –project as the sessions promised to make us think more deeply about the impact of the games and how we create them has on the world. The track was put together by Kate Edwards and Tsahi Liberman, who are both active advocates for diversity and inclusiveness in the games industry. The Impact track had eight sessions including a workshop and a seminar during the three conference days. The Impact track was a welcome addition to the conference program and its influence potential was huge. In this article, we will share some ideas and insights the Impact track sessions but also commenting on a few other talks about diversity.

Authors: Ria Gynther & Essi Prykäri

Game industry and stereotypes

The game industry has a reputation for being bro-club; the reputation is unfortunately not entirely unfound. According to International Game Developers Association (IGDA) video game industry is still predominated by young, heterosexual, white males (Gosse, Legault, O’Meara & Weststar 2016, 6-10, 38). IGDAs international survey data indicates that 74% of game developers are men, 21% are women and 5% identified themselves as transgender or other (Weststar, O’Meara & Legault 2017, 11).

Carolyn Petit and Anita Sarkeesian are spokespersons of inclusive and representative media landscape and they both work with Feminist Frequency, a not-for-profit educational organization. They held a workshop to give game designers concrete tools for creating compelling and diverse characters in their games. Workshop started with analyzing characters from well-known games. As stated earlier, most of game designers are young, white and men, this is also true when we take a closer look on most famous video game characters for example Nathan Drake from Uncharted and Link from the Zelda series.

During the workshop, the participants were encouraged to think about diversity from different angles, not just gender and race, but also about sexual orientation, cultural background, able-bodied vs. disability and age. Carolyn and Anita also challenged the participants to think about how these different qualities are portrayed, for example: is the Asian person a math genius in the game, do the women have agency or are they just tropes, are all heroes young and male. Does the portrayal or the characters enforce stereotypes or try to change them?

PICTURE 1. Carolyn Petit and Anita Sarkeesian talking about positive character examples at Nordic Game 2018.

Luckily, the industry has woken up to the issue and there are several initiatives to help diversify the industry and there are more and more playable female characters for example Aloy from Horizon Zero Dawn, Ellie from Last of Us II and Jesse from Control.

The Path to Impact

Kate Edwards gave a very empowering talk about making a change in the games industry. Game industry, particular in the US, is at the moment unappreciated. For example, 40% of the US citizens believe that games are linked to violent crime in US and 60% believe that games are mostly played by men. Misconceptions about the people working within the industry include statements such as ”they are people who can’t get a real job” and ”they are only motivated by money”. These types of stigmas are hard to break and are one factor that prevents game industry to grow to be more inclusive.

In the light of recent studies, game industry itself is also filled with cultural norms, biases and distorted gender beliefs towards women in video game industry. Due to these, women are marginalized even more by being categorized only to certain roles, instead of seeing the full potential or expertise behind their gender (Harvey & Shepherd 2017, 494; Styhre et al.2016, 1-2.)

Kate Edwards addressed similar issues in her sessions, but also reminded us that they can be easily overcome. She encouraged us all to become Creator-Advocates, and speak for diversity. We cannot change the world alone, but we can make a small change for the better.

PICTURE 2. Kate Edwards talking about becoming a Creator-Advocate.

Luckily strong speeches advocating the need and the power of diversity we’re also given outside the Impact track.  Robin Hunicke’s Experimental Game Design – the next five years was one of the most influential speeches during the conference and the only one of the track that was held in main stage. Another powerful talk on the main stage was Angie Smets’s talk Horizon Zero Dawn – a studio’s perspective, which also served as a good reminder that successful games can also have female protagonists. Both sessions are available on Nordic Game’s YouTube channel.

Diversity and women in and behind the games were not absent from the social events at the conference. The gala dinner was followed by the joyful Marioke [karaoke songs rewritten about video games and game development] where the disco hit It’s raining men turned into an ironic take on men explaining first person shooter games to female players. Explaining men, Hallelujah! Explaining men!

Afterthoughts

Games are powerful and unique medium; they are both products of culture as well as create culture (Deuze et al. 2007, 345). This is one of the main reasons why tracks like these are important. Idea behind the NG18 Impact track was to encourage games industry professionals to think deeply about the impact their games have on our world, and how the way games are made contribute to this. We believe this was achieved, but in a much smaller scale than what could have been possible. Only one of the tracks speeches was presented on the main stage and in some cases the amount of interested participants exceeded the capacity of the chosen seminar rooms. Also, most of the participants seemed already interested on these subjects or represent the minorities in question. Unfortunately, the lack of stereotypical game designers was evident, these are the groups that would benefit the most from the eye opening talks and workshops such as presented within this track.

It is crucial to show that women, and other minorities, can be and are an important part of the games industry, that it is not just a ”bro-club”. Diversity and inclusiveness create better teams, give people new ideas and widen horizons. This is something we’re also aiming to do in the GameChangers – Women in the Game Industry project.  Start making a change!

References

Deuze, M., Martin, C. & Allen, C. 2007. The Professional Identity of Gameworkers. Convergence: The International Journal of Research into New Media Technologies. [Electronic journal]. Vol. 13(4), 335-353. [Cited 10 Jun 2018]. Available at: https://doi.org/10.1177/1354856507081947

Gosse, C., Legault, M-J., O’Meara, V. & Weststar, J. 2016. Diversity in the Game Industry Report.  [Online document]. Toronto: IGDA : Developer Satisfaction Survey Resources. [Cited 10 Jun 2018]. Available at: https://cdn.ymaws.com/www.igda.org/resource/collection/CB31CE86-F8EE-4AE3-B46A-148490336605/IGDA_DSS14-15_DiversityReport_Aug2016_Final.pdf

Harvey, A. & Shepherd, T. 2017. When passion isn’t enough: gender, affect and credibility in digital games design. International Journal of Cultural Studies. [Electronic journal]. Vol 20 (5), 492 – 508. [Cited 10 Jun 2018]. Available at: https://doi.org/10.1177/1367877916636140

Styhre, A., Remneland-Wikhamn, B., Szczepanska, A-M. & Ljungberg, J. 2016. Masculine domination and gender subtexts: The role of female professionals in the renewal of the Swedish video game industry. Culture and Organization. [Electronic journal]. Vol 24(3), 244-261. [Cited 10 Jun 2018].  Available at: https://doi.org/10.1080/14759551.2015.1131689 

Weststar, J., O’Meara, V. & Legault, M-J. 2017. Developer Satisfaction Survey 2017. [Online document]. Toronto: IGDA. [Cited 10 Jun 2018]. Available at: https://c.ymcdn.com/sites/www.igda.org/resource/resmgr/2017_DSS_/!IGDA_DSS_2017_SummaryReport.pdf

About the authors

Ria Gynther works as a project coordinator on the GameChangers –project at Lahti University of Applied Sciences and is a student in the Internet and Game studies master’s program at University of Tampere.

Essi Prykäri works part-time as a project advisor on the GameChangers –project at Lahti University of Applied Sciences. She is a keen gamer and a feminist.

Pictures: Essi Prykäri

Published 27.6.2018

Reference to this publication

Gynther, R. & Prykäri, E. 2018. Making the game better at Nordic Game Conference in Malmö. LAMK Pro. [Electronic magazine]. [Cited and date of citation]. Available at: http://www.lamkpub.fi/2018/06/27/making-the-game-better-at-nordic-game-conference-in-malmo

 

Circular economy in selected EU National strategies

This article introduces the concept of circular economy (CE) in terms of EU policy. Recently, the Commission introduced a series of measures in which countries are expected to implement CE into their national strategies. A selection of European countries were chosen based on their geographical and socio-economic differences, and their current CE strategies were analyzed.

Authors: David Huisman Dellago & Susanna Vanhamäki

Introduction

Ever since the industrial revolution, society has been pushing the use of natural resources exponentially. This is leading to major environmental issues linked to waste generation and greenhouse gases emissions from unsustainable business practices. Traditional economic models follow a linear pattern in which the production process works solely on new raw materials, generating substantial amounts of waste (Geissdoerfer, et al., 2017).

CE is an economic model which operates in a regenerative way, where used resources are reintroduced into the production process as by-products (minimizing waste). Within CE, two main pathways can be distinguished: the technical and biological pathways. The technical cycle involves product recycling and reuse, whilst the biological cycle observes the conversion of natural resources (Ellen MacArthur Foundation, 2017).

In European law, CE plays an important role in the economic strategy of the EU. In 2015, the Commission launched a set of directives addressing regenerative and sustainable practices within the member countries (European Commission, 2015). The CE package is an ambitious plan aiming at establishing a CE framework.

Method

This article presents the results of a qualitative analysis of national CE strategies in selected EU countries. The countries were selected based on geographical and socio-economical differences, as well as the accessibility to their policy data. Part of the data was gathered in the BIOREGIO project (2017) in autumn 2017, whilst the other selected countries’ information is based on desk research.

The strategies analyzed belong to the nations of: Finland, France, Germany, Greece, Portugal, Romania, Slovakia, Spain, Sweden and the Netherlands. The way CE is implemented (CE focus) is studied, as well as the nature of their policies.

Results

The following results display the role of CE in national policy strategies within a variety of EU member nations. The strategies reflect the countries’ pathways toward the European 2015 CE Package goals for the upcoming years, delivering an interesting set of data.

The effect of the EU transnational policies through the CE directive launched in 2015, is reflected throughout the analyzed countries. Only one of the studied countries lack CE in its national strategy. In Greece’s current strategy, a CE focus is absent as well as no mention to circularity as the program is based solely on waste reduction (Greek National Plan for Waste Management, 2015-2020). However, a change is expected in the upcoming year.

CE policies are presented from different perspectives within the EU countries, two general approaches can be distinguished. On the one hand, there are multidisciplinary strategies which address several pathways within CE, in many cases including bio-based CE. These strategies are known as roadmaps and can be observed in Finland and the Netherlands. The Finnish national policy addressed CE holistically and a regenerative business model, in order to achieve sustainable practices by 2025 (The Finnish Roadmap to a Circular Economy, 2016-2025). The Netherlands is undergoing an ambition plan in order to become a totally circular country by 2050. The plan focuses on closing the loop and becoming self-sufficient, by enhancing sustainable technologies (Government of the Netherlands, 2016).

Portugal is implementing a green growth program (Government of Portugal, 2013) where CE is linked to the green industry, aiming at enhancing the country’s sustainability. Similarly, but focused on the bioeconomy, Germany and Sweden opt for the CE implementation in the agricultural and biotechnological production processes. This way, they expect to achieve self-sufficiency, increased competitiveness and reduction of greenhouse gas emissions (Federal Ministry of Education and Research, 2013; Government of Sweden, 2012; The Waste Management Program of the Slovak Republic , 2016-2020).

On the other hand, a waste management approach is shown where CE is explicitly mentioned. This is seen in the Spanish, Slovakian, French and Romanian strategies. The countries are utilizing waste reduction as a direct tool to improve the circularity of their respective economies. According to their policies, through recycling and e.g. biowaste conversion, a regenerative economy can be obtained (Waste Management State Plan PEMAR, 2016-2020; Law relative to Energy Transition for Green Growth, 2015-2030; Romanian National Waste Management Strategy, 2014-2020).

CE in National Strategies from selected EU countries (Table 1), shows the name of the analyzed policy and the CE focus. The CE focus corresponds to the way regenerative economy is intended to be applied. Roadmaps are integrative, multidisciplinary approaches as they affect many different industries. Furthermore, bioeconomy and waste management focus on that specific industry. Finally, one country have no national strategy related to CE at the moment.

Table 1. CE in National Strategies from selected EU countries

Conclusion

The CE package from the European Union is influencing the economic models from its member countries. The ambitious directive was established in 2015 and is pushing countries to adopt sustainable practices aiming at minimizing waste and enhance the European industry (European Commission, 2015).

A series of EU countries based on their socio-economical and geographical differences were analyzed. The form in which CE is reflected was analyzed based on the national policies. The main findings conclude that:

  • Finland and the Netherlands are implementing an integrative roadmap in order to achieve a full CE model before a certain year. Through this way, CE is implemented in many different industries and the economy of the country as a whole.
  • Germany, Sweden and Portugal aim their programs at a specific industry. CE is directed at the green and bioeconomic sectors, meaning agriculture and biotechnology are prioritized.
  • Spain, Slovakia, France and Romania integrate CE aspects to their national strategies through waste management. Waste reduction and conversion is an essential part of CE, however, it is not the only potential way to apply the circular model.
  • Greece, does not currently have a national strategy related to CE implemented. The current programs focus on waste management but CE is not mentioned as a policy goal. Nonetheless, due to new EU regulations, a future strategy is envisioned and being prepared in order to enhance CE.
References

BIOREGIO. 2017. Interreg EU. [Online document]. Interreg Europe. [Cited 29 Jan 2018].
Available at: https://www.interregeurope.eu/bioregio/

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About the authors

David Huisman Dellago is an exchange student from Avans University of Applied Sciences in Breda (The Netherlands). He is developing his bachelor thesis working as an intern in Lahti University of Applied Sciences.

Susanna Vanhamäki works as a RDI Specialist at Lahti University of Applied Sciences.

Illustration: https://pixabay.com/en/garbage-can-garbage-bucket-green-1111449/ (CC0)

Published 24.5.2018

Reference to this publication

Huisman Dellago, D. & Vanhamäki, S. 2018. Circular economy in selected EU National strategies. LAMK Pro. [Electronic magazine]. [Cited and date of citation]. Available at: http://www.lamkpub.fi/2018/05/24/circular-economy-in-selected-eu-national-strategies/

DuuniExpo as a learning environment of human resource management

DuuniExpo (DE) is a recruiting and networking event organized annually in January by the students of Lahti University of Applied Sciences (Lahti UAS). DE is one of the learning environments where human resource management (HRM) practices can be learned. This article describes the role of the HR manager based on the experiences of the author when working as a HR manager in DE.

Authors: Riikka Karplund & Marja Leena Kukkurainen

Introduction

The Lahti UAS curriculum for 2016-2018 builds on elements of transformative learning. One of the main elements of the study programme is learning by doing in real environments like projects, expecting to acquire real expertise and strong professional identity (Lahti UAS 2017). Professional expertise will develop by combining theory and practice (Tynjälä, Välimaa & Sarja 2003). Experiences in combining theory and practice in project learning environment have been reported in earlier studies as well (Kukkurainen 2017; Kukkurainen, Laisi & Tuominen 2016; Kukkurainen & Tuominen 2015).

DE is a learning environment where the students of Lahti UAS are able to complete several courses. The students of a HRM course accomplish each stage by themselves, including recruitment, budgeting, event planning, sales and marketing. The tasks are assigned within teams that are led by team managers, who form the management group together with the project manager and the HR manager. During the project, the students receive constant supervision and advice from the line manager group that consists of the personnel of the university. (Figure 1.)

FIGURE 1. Organization structure in DuuniExpo project

HRM in project context

According to Medina and Medina (2014), “HRM consists of the organizational activities aiming to manage the pool of human capital and ensure that the human resources are used to fulfil the organizational goals”. HRM as a competitive advantage is also recognized. According to Keegan, Huemann and Turner (2012), project-oriented organization is considered an agile way to organize resources, and applying projects is increasing constantly. However, as Medina and Medina (2014) state, project operations have special HRM needs.

Keegan et al. (2012) state that there are a wide range of HRM policies in the project organizations. Furthermore, there are differences in how the HRM procedures occur in different contexts. Despite this, line managers should play the key role in the implementation of the employment practices. Also Bredin and Söderlund (2011) point out the importance of the line managers’ role in HRM.

HRM practices in DuuniExpo

The line manager group participates in the selection of the DE project manager. The recruitment process starts every year around December-January and selecting the project manager is one of the first major tasks in project’s HRM. The process starts when the students on the HRM course make a recruitment plan. The line manager group steps in at the selection phase, as they all make the decision together.

Keegan et al. (2012) suggest that the most important HRM responsibility is the appointment of project personnel. This is the next big step in DE as well, right after the appointment of the project manager. Immediately after starting in the position, the project manager selects the HR manager of the project. They will then create a HRM strategy plan, which consists of planning the key practices for the project. These include HR planning, organization model planning, assessment, development, negotiation, compensation, occupational safety and health and systems in use (Valtiokonttori 2007). The main DuuniExpo HRM practices are described in Figure 2.

FIGURE 2. Main HRM practice categories in DE project

The HRM strategy planning process for DE produced the structure and procedures for project worker recruitment. The meetings and festivities schedule for the project was also planned, as well as the incentives. In addition, motivation, well-being and professional development issues were considered.

Conclusion

Since the project workers in DE project are students, they are not actually employed by the line organization. Even though project work always aims at learning and getting experience, it is crucial to acknowledge the special characteristics of DE and its dual substance and purpose. Firstly, the aim of the project is to produce an event while gaining zero profit or loss. Secondly, the project is a learning experience for the students, who achieve ECTS credits by working in the project.

From the HR manager’s point of view, rewarding and motivating the students are some of the greatest challenges for HRM in a student-run project organization. Students are not rewarded by a paycheck but ECTS credits that are based on the time consumption reported by the students themselves. This can result in granting study credits for minimal or poor quality of work and the students may report their working hours carelessly. A low level of motivation and input are common problems. On the other hand, the motivated workers can constantly show high performance and flexibility.

The evaluation of project work performance could be developed further. At the moment, the assessment of the project outcome and the performance level of the whole project team is done as a group. However, for individual professional development, evaluation of personal aims and performance should be included.

In a project-oriented organization, it is crucial to put all effort in maintaining motivation and team spirit. Consequently, as Bredin and Söderlund (2011) emphasize, co-operation between the project organization, line managers and the project workers is one of the key factors for the success of the project in the HRM field. Further investigation of HRM policies in student projects and student organizations is necessary in future.

References

Bredin, K. & Söderlund, J. 2011. The HR quadriad: a framework for the analysis of HRM in project-based organizations. The International Journal of Human Resource management. [Electronic journal]. Vol. 22(10), 2202-2221. [Cited 20 Jan 2018]. Available at: https://doi.org/10.1080/09585192.2011.580189

Keegan, A., Huemann, M. & Turner, R. 2012. Beyond the line: exploring the HRM responsibilities of line managers, project managers and the HRM department in four project-oriented companies in the Netherlands, Austria, the UK and the USA. The International Journal of Human Resource Management. [Electronic journal]. Vol. 23(15), 3085-3104. [Cited 22 Jan 2018] Available at: https://doi.org/10.1080/09585192.2011.610937

Kukkurainen, M. L. & Tuominen, U. 2015. Työhyvinvointiprojektin integrointi opintojaksoon.  Kokemuksia WelLog –projektista. In Huotari, P. & Väänänen, I. (eds.) Ylempi ammattikorkeakoulutus työelämää uudistamassa: Kokemuksia monialaisen TKI-toiminnan kehittämisestä. [Electronic book]. Lahti: Lahden ammattikorkeakoulu. Lahden ammattikorkeakoulun julkaisusarja. 60-68. [Cited 23 Jan 2018]. Available at: http://urn.fi/URN:ISBN:978-951-827-246-8

Kukkurainen, M. L., Laisi, M. & Tuominen, U. 2016. Integrating learning and workplace experiences in the WelLog (Wellbeing in Logistic Centers). [Online publication]. In: Edulearn16. 8th International Conference on Education and New Learning Technologies: Conference Proceedings. Barcelona, Spain. July 4-6 2016. 1511-1517. [Cited 23 Jan 2018]. Available at: https://library.iated.org/view/KUKKURAINEN2016INT

Kukkurainen, M. L. 2017. YAMK –opiskelijoiden kokemuksia oppimisesta TKI -projektissa. LAMK RDI Journal. [Electronic magazine]. [Cited 23 Jan 2018]. Available at: http://www.lamkpub.fi/2017/09/25/yamk-opiskelijoiden-kokemuksia-oppimisesta-tki-projektissa/

Lahti UAS (Lahti University of Applied Sciences). 2017. Pedagogical programme 2016–2018.[Cited 23 Jan 2018]. Available at: https://lamkfi.sharepoint.com/sites/intranet_eng/Strategy%20documents/LAMK%20Pedagogical%20programme.pdf

Medina, R. & Medina, A. 2014. The project manager and the organization’s long-term competence goal. The International Journal of Project Management. [Electronic journal]. Vol. 32, 1459-1470. [Cited 12 Dec 2017]. Available at: https://www.researchgate.net/publication/260995699_The_project_manager_and_the_organisation%27s_long-term_competence_goal

Tynjälä, P., Välimaa, J., & Sarja, A. 2003. Pedagogical perspectives on the relationships between higher education and working life. Higher Education, 46(2), 147 – 166.

Valtiokonttori. 2007. Hyvinvoiva henkilöstö strategisena voimavarana. Opas henkilöstöstrategian laatimiseen valtion virastoissa ja laitoksissa. Kaiku – Valtiokonttori. [Cited 6 Mar 2017]. Available at: http://www.valtiokonttori.fi/download/noname/%7B8B94DE2C-8B2B-485D-8AA3-4C020A3884F8%7D/72157

About the authors

Riikka-Emilia Karplund has studied Business and Administration at Faculty of Business and Hospitality Management at Lahti University of Applied Sciences and has graduated and received a BBA degree in April 2018.

Dr Marja Leena Kukkurainen works as a Lecturer at Lahti University of Applied Sciences, Faculty of Social and Health Care.

Published 2.5.2018

Reference to this publication

Karplund, R. & Kukkurainen, M. L. 2018. DuuniExpo as a learning environment of human resource management. LAMK Pro. [Electronic magazine]. [Cited and date of citation]. Available at: http://www.lamkpub.fi/2018/05/02/DuuniExpo-as-a-learning-environment-of-human-resource-management/