Walking the talk management human capital dianova 2013

Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal© 1 Compromisso| Solidariedade| Tolerância| Internacionalidade… Inspirando a Mudança! Dianova Portugal©

DIANOVA PORTUGAL: HUMAN CAPITAL MANAGEMENT WITHIN THE NONPROFIT SECTOR

TALENT MANAGEMENT: AT DIANOVA EACH ONE HAS A MAIN ROLE, HIS/HER’S!

ISCSP, Master’s Degree HRM, May, 13th 2013

Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal© 2

In Conta Satélite economia Social, INE | CASES 2013 http://www.slideshare.net/Dianova/conta-satelite-economia-social-2013

The Increasing Attractiveness of the 3rd Sector Professionalism | Employability | Productivity

In The Johns Hopkins “Comparative Nonprofit Sector Project” e Universidade Católica Portuguesa, 2005

5,4 thousand M € =

4,2% GDP

227.000 Employees

= 4,2% Active Population

48% own revenues 40% government 12% philantropy

2,8% GDP (Wealth )

& 5,5%

Employment

55.383 Orgz. 94% Associations

40,1% Social Action 54,1% GDP

64,9% Employment

5.022 IPSS 50,1% GDP

42,6% Salary 38,2% Need Financing

Income 14.177,9 M€

62,8% Production 23,8% Subsidies

http://www.slideshare.net/Dianova/conta-satelite-economia-social-2013


INNOVATION MANAGEMENT

INNOVATION IN WORKING PRACTICIES

COMPETITIVE ADVANTAGE

In Julian Birkinshaw, co-founder Innovation Lab, London Business School

What differentiates na Effective Civil Society Organization?

Aligning Stakeholders’ Perceptions with Organizations’ Objectives (Multiple Constituents Model)

• More effective directions, taking right decisions and doing things well. • Greater use of correct management procedures (needs evaluation, strategic planning, satistaction measurement) • Greater use of change management strategies (search for new income sources, increase of legitimacy, costs control) • Having a prestigious Board only moderately related

In “Nonprofit Organizational Effectiveness: contrasts between especially effective and less effective organizations”, Herman & Renz, 1998, Nonprofit Management and Leadership

Organizational Innovation in the Third Sector


Innovation | Incorporate Best Practices Change Management, Governance, Quality, Sustainability|Corporate Social Responsibility, Talent Management, Work-life Balance, Reputation, Accountability, Impact Investment, Social Impact Evaluation, Integrated Communication…

Create a corporate trustworthy brand by creating an inspiring Social Organization…

... that offers a value proposition for Customers, Employees and

Society at large...

... ensuring the Sustainability of the Organization!

O B J E C T I V E


Developing Trustworthy Relationships for Organizational Efficiency & Effectiveness Stakeholders perceptions and expectations aligned with Organizational goals

Trust Relations Development

= Competitive

Advantage Source Barney&Hansen

1994

Trust is a central construct within the frame and the dynamics of relashionship engagement (Credd & Miles, 1996). Develop and sustain trust is especially important for

Organizational effectiveness. (Davis et al, 2000)

A R I S T O T L E S

Brand/Marketing Engagement: Transparency, Honesty &

Interactivity ... In telling the story, experience through appropriate channels to create and mantain relationships of mutual benefit.

Trust Reputation ... through the demonstration of good practices in the “Trust Bank Deposit”

Souce credibility Ethos → character & integrity Logos → expertise & competency Pathos → charism


“TRUST is the general belief that an organization in its communication and behaviours is responsible, open and honest, concerned, reliable and

worthy of identification with its objectives, rules and values” Zalabak, 2010

MEASURING TRUST Organizational Trust Index

COMPETENCY Is it efficient?

Tech adaptation, clearly thinking, skills,

communication and problems resolution

HONESTY Perception of how

information is provided.

CONCERN Management balance,

Relacionships, Experience,

Honesty, empathy, consistency

IDENTIFICATION Shared values,

Regulations and beliefs

RELIABILITY Development of

Consistent actions



“TRUST is the general belief that an organization in its communication and behaviours is responsible, open and honest, concerned, reliable and

worthy of identification with its objectives, rules and values” Zalabak, 2010

BENEFITS → POSITIVE RESULTS

Greater job satisfaction, productivity and commitment to the Organization.

Flaherty & Pappas, 2000

Higher sales and profits and lower turnover rate.

Davis et al, 2000

Increase cooperative behavior Gambetta, 1988

BARRIERS → NEGATIVE RESULTS

• Decreased desire of employees to contribute to productivity goals

• Creates fear and destructive behaviours

• Worsening crises • Distrust is costly

Schokley-Zalabak, 2010



P R O C E S S

People – Leadership – Organizacional Culture

Offline and Online Tools

Change Management techniques and processes

Positive Change vs Sustainability and

Organizational Development

• What procedures and skills do we need? • What needs to be changed? • How to manage change in harmony with our values?

Strategy Changing Communication

Proactive/ Constructive Flow

Awareness | Comprehension| Commitment| Change

Information| Dialogue | Engagement| Recognition

+

+

Roadmap Sustainability & Change Management: Leading and Recreating our future from the inside out… One language, One voice, One brand


PRESENT SITUATION DESIRED SITUATION STRATEGY

Why are we here? • Define the situation

•or problem What we want to achieve? Define options

Where do we want to be? Set goals, timelines, kpiS

and initiatives. How to line up?

Converge Global action plan with Units

The Action Initiatives and projects that build long lasting Reputation

What we have achieved ? Positive Results and Positive Social Impact Next steps

((re)Invest in new opportunities... ... and continuous improvement!

Mobilize change through Leadership

Translate a strategy (goals, iniciatives, KPIs)

Align Corporate and Centers Motivating a joint task

(Communication, Objectivse, Training)

Manage to convert strategy into a continuous process

Make the Organization Sustainable

Increase the direct and

indirect Social Impact

Roadmap Sustainability & Change Management: Leading and Recreating our future from the inside out… One language, One voice, One brand


Long Term Positioning KNOWLEDGE• DIFERENCIATION • RELEVANCE • ESTEEM

Work in the strategic gap

to tell an unique story

Demonstrate habilility to do as good or best

than anyone else as a critical factor

of Success

Different Approach: • We build our success through social impact

• We take the right decisions every single day for our futurre • We challenge classical notions

about how NGO’s operate in the market

We solve health and social

complex problems out of the box…

We learn and manage knowledge in network…

which leads us to Innovation and Integrated

solutions


MISSION : To develop actions and programs that will contribute to the Personal Autonomy and Social Development

3 Continents | 11 Countries

Dianova Network & Internacional Hub of Public Affairs


Dianova recognized as Private Institution for Social Solidarity, Public Utility Association and Non-Governmental Organization

for Development

Education and Health

Promotion

Drug Abuse Treatment

Socio and Professional

Reintegration

Psychosocial Support

Empowerment &

Training (Hard | Soft

Skills)

Organizational & Social

Innovation

Cooperation & Learning Culture

Oriented

Social and Solidarity

Agent

Social Change Promoter

PRO

TOC

OLS

ME

MBE

RSH

IPS


ISO 9001:2008

EFR

DGERT | CCPFC

Certifications | Acreditações Dianova

Quality Management System CTQL (1st in Portugal)

Training Entity (CFD) DGERT – MTSS | CCPFC – ME

Family Responsible Entity Social Economy (1st in Portugal)


Dianova | Operational Units (Lisbon | Oliveira Azeméis | Torres Vedras)

HEADQUARTERS Dianova Portugal

Therapeutic Community Quinta das

Lapas

Training Center Dianova

Social Reintegration Apartment

Social Enterprise Nursery Plant

Students Residential

Emergency Center Project

Casa Azul

Psychosocial Support Center

+Health


Government • Legislators • Regulators • Politicians • Central and Local Administration • Project Analysts • Internacional Agencies

Organization • Board • Staff / Employees • Voluntiers • Suppliers • Partners • Clients • “Shareholders”

Community • Leaders • Analysts • Investors e Sponsors • General Public • Academy • Media

Market • Precribers • Health, Education, Social Professionals • Potencial Customers • Families • Opinion Liders • Competition

Good Corporate citizen?

Social Development?

Quality? Effective?

Partnerships?

Innovative? Good Governance?

Social Value?

Goodplace to work?

Criative team?

Multi-stakeholders Cooperation Culture and Cooptition Approach

Based on the Model of Business Relations, MacMillan et al (2000)

Trustworthy? Commitment


SOCIAL

ENVIRONMENTAL

ECONOMIC LEGAL

ETHICAL

Trust Bank Deposit & Best Practices CSR Walking the Talk… Everlasting Effects!©

Reputation Is built on

actions


Economic Performance Economic

REGULARIZATION OF TAXES

UP TO DATE

VOLUME OF EMPLOYMENT IN

LOCAL

+40 / YEAR

SUPLIERS PAYMENT

30 DAYS


PUBLIC FUNDING

9,5% PHILANTROPY

8,3%

Economic Performance towards Sustainability Economic

OWN GENERATED INCOME

82,2%


Delivering the Promise Social Impact 2007-2011 Social


Efficiency Increase and Environmental Impact Environmental

IMPLEMENTATION OF SOLAR PANELS

& ENERGETIC COST

and ECOLOGICAL FOOTPRINT REDUCTION


Comply the International, EU & Nacional Legislation Legal

Industrial Property 13 Brands

16 Domains

Principles and

Responsabilities Chart

Plan for Gender Equality

and Work-Life Balance


Ethical

Performance Management Behavior and

attitude Evaluation → Performance of

Excellence

Employee Evaluation

& Satisfaction

Give active voice and know how satisfied

People are

New | Revised (2013)

Ethical Code

Management through Ethical and Values “Social Business”


Temporary Accomodation Center| Oliveira de Azeméis | SOLIS Project 2005-2010

Promoting Entity Oliveira Azeméis

CityHall

Executer Entity Dianova Portugal

+ 9 Local Partners

12 Activities Aimed at Children,

Young Adults, Adults e Seniors

Duration 6 Years

Beneficiaries 4.030 People

Financing

1,2 Millions €

Social Inclusion, Volunteering, Third Aged,

Domestic Violence (170 Users), Social Rehousing,

Housing Rehabitation, Socioprofisional Insertion,

Health Education, …


TRAINESS

1.624

TRAINING ACTIONS

112

HOURS OF TRAINING

6.724

TRAINERS

16 Internal

750 External

Dianova Training Center: Enpower| Undertake | Innovate | Portugal


2013 2012 2000

2010 2009 2007 2000

Begining of Activity

Lounch of Mother’s Day

Campaign

Christmas weather destroys

Greenhouses

Greenhouses Reconstruction

Manuel António da Mota Award Honorable Mention

Implementation of the Solidarity Brand

Development of processes for the Commercial Management

Diversification of Clients Portfolio

Hiring of na Agronomist Engineer

Income 300.000€/

year

Social Entreprise Nursery Plant: Milestones

Employees 13

SOCIAL REINTEGRATION → EMPOWERING → SOCIOPROFESSIONAL INTEGRATION → SUSTAINABILITY


STAFF ORGANIZATION BENEFICIARIES COMMUNITY

SOCIETY

Renovation of SGQ 2011-2014 → Dynamic Methodology

100% Client Sarisfaction Increased social legitimacy

Increased transfer of hnow-how

Increase Motivation → efficiency e effectiveness

Increased integration on social networks (CRI, CLAS) 100% Population Recomend

the Service

Quality and Inovation ISO 9001:2008 Impact and Benefits at Therapeutic Community

•Public Recognition: Private Category Award Hospital do Futuro’05/06 • Invitation to National and International Conferences


Scientific Follow-up Study “Social Trajectories” 2009-2013 CIES | ISCTE-IUL


Annual Initiative Health Promotion “Mocktails” | Torres Vedras

IMPACT 2007-2012 13.460 PEOPLE


Areas

77,9% Programs 22,1% Management

Gender

50% Female 50% Male

Age Average 40,1

Qualifications 31% College 69% High

School

The Team Talent Retention

94%

41 Workers

90% Direct Contracts

10% Indirects


DIANOVA HUMAN CAPITAL | PEOPLE MANAGEMENT & ENGAGAMENT


Team| Global

Graphic 1- Average people who collaborate with Dianova in 2012, in various forms.

2012 | Over the year 2012, Dianova Portugal had 33 internal direct employees, 4 services providers, 2 trainees under the Apprenticeship Professional Programme of IEFP, 1 volunteer

and 2 people under the measure of Integration Stage of Socioprofessional Programme of Life Employment.


Team| Volunteering

Graphic 2- Tyoe of Volunteering in Dianova

2012 | Must be pointed out that, in specific measures of volunteering, Dianova had the collaboration of 40 people engaged in activities related to health promotion, 38 people in actions to help to collect food and 100

people in the conservation/ maintenance of heritage.


Team| Gender

Graphic 3 – Gender representation, on average, of direct employees, 50% Equality Gender: 50% Male & 50% Female


Team| By Area

Graphic 4 – Average 2012 Distribuition of Direct Employees by Area (%)

77,9% on Programs & 22,1% on Management


Team| By Unit & Headquarters

Graphic 5 – Number of Employees on December 31st 2012. Therapeutic Community 10; Social Enterpirse 13; Training Centre 2; Headquarters 7


Team| Education Degree

Graphic 6 – Education Degree of Direct Employees on December 31st 2012. 31% University degree, 53% High School; 16% Primary School


Team| Education Degree vs Gender

Graphic 7 – Representation of gender by level of education. Male (blue), Female (green)


Team| Average Age

Minimum 23 and Max 60 Average Age

40,1 Years


Team| Turnover vs Talent Retention Rate

94% Talent Retention


Team| Work Provision vs Absenteeism

Graphic 8 – Type of Absences, 2012

There was an overall absenteeism of 2,9%, thus showing a decrease of 1.1% compared to the year 2011. Analysing the types of absences, we verified that, for all absences, the one with higher incidence

was motivated by the parenting absence (49.8%), which results in parental license exclusive of the father and shared by both employees. The absence for sickness represent 34.4% of type of absence.


Team| Intelectual Capital – Training Regarding Vocational Training, there were 20 actions and was completed in 100% the training plan

outlined. Notice that all employees have access to training and 79% of employees had access to more than 35h of trainingt (legal requirement). Of the 21% who did not have the mandatory 35h, carried over

into the following year between 5h and 3h. There was na increase in the number of training hours per employee in the year 2011.


Team| Intelectual Capital – Training Type

Dianova invests on training policies aimed at developing employees skills, but also their social skills and personality. Elaborates an annual Training Plan applied to each unit and, when necessary, to each employee

individually. Encourages a culture that potentiates the initiative of each employee to identify and attend, externally, proper training to improve the performance of their duties and personal development or propose

specific actions.


EnquadramentoDianova People Management Model


People Management Model

Orientation Guide for all activity in relation to Human Resources Management;

Set of criteria or guidelines for action to streamline the daily management of Human Resources, unifying decision-making based on uniform criteria;

Catalyser of processes within the Organization;

Factor of greater objectivity in people management and therefore, motivates employees and ensures their loyalty, because they know what the organization expects from them and what the organization is willing to offer them.





Operational Decentralization / Strategic Centralization

Delegate operating work to those who are closer to the place and to the recipient; Reserve of directives for the Central authorities to assign the role to set the goals and

make key decisions for the organization.

The fluid communication and the availability of information Decisive in efficient operation of the model and the implementation of its first actions,

their control and targeting.

2 transverse components of the model:



Embeding and Socialization

Optimization of methods with which Dianova incorporates emplyees in their various places of work and instances that are available to introduce these new members Dianova culture, mission, values and processes.

Skills Development

Besides offering training to emplyees, Dianova seeks to privilege certain issues that require a special approach, providing the right people to appropriate training providers, both external and internal.

5 Operational and Central Components



Life Quality at work

The management of the quality of work life has measuring objective and subjective aspects related to the well-being and satisfaction of working in Dianova, setting some options for a participatory approach in implementing relevant actions for improvement.

Performance Management

Performance management aims to systematically enhance the performance of people through formal devices targeting, monitoring, evaluation and performance feedback.

Renovation and Conversion

The renovation and conversion in Dianova implies mobility of Organization members, assuming different roles, depending on the possibilities. The management of this component focuses on making decisions on two very important processes: the conversion of part of the personnel and the projection of young employees in management function..

5 Operational and Central Components



Activities | Procedures • Annual Plan of Corporate Organization Activities; • Monitoring of the Organization Activities Plan; • Operational Units Performance Plan; • Regular meetings of Middle Managers and Directors; • Established procedures of decision making.

Operational Decentralization | Strategic Centralization



Activities | Procedures • Regular Team Meetings • Internal Communication Channels • Regular Meetings with Top Managers

Fluid Communication and Information Availability



Described Procedures • Recruitment and Selection • Admission, reception e integration Forms | Documents Prepared • Job Profile • Interview Script • Candidates Evaluation • Contributer Admission • Job Description • Individual Learning Plan (ILP) • Evaluation of Individual Learning Plan.

Embeding and Socialization Deliverable Documentation | Activities to Perform Welcome Guide • Dianova Network Code of Ethics Manifest • Charter of Principles and Responsabilities • Job Description • Integration and Inidividual Learning Plan • Feedback meeting Evaluation of ILP



Described Procedures • Training Plan • Training for Managers Forms | Documents Prepared • Identification of Training needs; • Training Planning and Registration; • Individual Training Plan; • Training Evaluation; • Map of Statistics and Training Volume.

Skills Development

Described Procedures • Life Quality at work Forms | Documents Prepared • Labour Satisfaction Questionnaire; • Balance Questionaire – Work | Personal • Improvement Plan

Life Quality at work



Described Procedures • Performance Management Forms | Documents Prepared • Sel-Assessment Questionaire • Managers Assessment Questionaire • 360º Assessment Questionaire • Improvement Plan • Evaluation Guide for Evaluaters

Performance Management Deliverable Documentation | Activities to Perform • Performance Evaluation Report • Improvement Plan



Described Procedures (1) Replacement and/or Reassignment of Functions (2) Designing a Directive | Promoting Function (3) Unifying Forms | Documents Prepared (1) Survey of needs (1) Script interview to Candidates (1) Indivual Learning | Integration Plan (2) Potencial Evaluation (2) Individual Plan of Progression (2) Evaluation of the Individual Plan of Progression (3) Outgoing Interview

Renovation and Conversion Deliverable Documentation | Activities to Perform (1) Individual Learning | Integration Plan (2) Individual Plan of Progression (2) Potencial Evaluation


EnquadramentoOther Models | Plans


Other Models| Plans

Plans for Gender Equality and Life-Work Balance

Plans | Volunteer Policy

Competency Model

Assessment of Organizational Environment

Remuneration System (Internal Equity)


Other Models| Plans Remuneration Systems

There is no good management of human capital without an effective remuneration policy




Nível Categoria / Grupo Profissional Min Max

1 Direcção

2 Chefias Intermédias

3 Pessoal Técnico, Operacional e Administrativo

4 Pessoal ao Abrigo de Programas e Incentivos Remuneração Própria



Other Models| Plans Career Management

Measure: to create an evaluation system that aligns the People Management with the Organization Stategy, strengthening culture and values, and improving individual and group performance.

Indicator: Implementation of the Competency Assessment System

Goal: 100%

Evaluation: Results of implementation and impact in May 2013

Goal Achievement: Fulfilled. Evaluation in May 2013



The Competency Model of Dianova is based on different types of skills: Generic, Specific and Management.



Maximum of 13 Skills: 6 Generic Competencies, 3 Management Skills 4 Specific Skills (including technical ans specific knowledge)

Maximum of 10 Skills: 6 Generic Skills 4 Specific Skills (including technical ans specific knowledge)



Generic Skills

Management Skills



Requirement Degree

An organization does not need skills that are present at the same level or degree requirement for all functions that are applicable.

It is not enough to identify that a particular expertise is required to perform a task. It is absolutely necessary to also define what level of proficiency that this expertise must be applied for each of the functions in question.



Skill Description

Skill Designation

Skill Requirement Degree






Other Models| Plans Work-Life Balance

Measure: Disclosure of actions implemented and to implement

Indicator: Disclosure of Good Practice Guide for the promotion of work-life balnace (profissional vs personal).

Goal: 1

Evaluation: Disclosure among all employees. Defined three objectives in relation to measures:

Employees Satisfaction ≥ 70% with evaluation scheduled for December 2013

Complaints≤ 2 with quarterly evaluation

Response to requests ≥ 70% with quarterly evaluation

Goal Achievement: Fulfilled.


Enquadramento2013 Projects


Projects and Initiatives 2013

Gender Equality Plan • Monitoring and Evaluation of the GE

Plan of Dianova; • Benchmark Implementation in other 6

Social Organizations.

Validation of the Competency Model at Dianova • Through its application to Directors and

Intermediate Managers.



Planning and Implementation of the Internal Training Plan, with particular focus in the areas of Gender Equality, Quality, Hygiene and Safety in the Workplace and Teambuilding.

Evaluation of Attitudes and Behaviours for all employees who are not yet covered by the Dianova Competency Model, including technical, operational and administrative staff.



In order to strengthen the identification with the Mission, Vision and Values of the Association, and consequently with the Organizational Culture, will be implemented some initiatives among employees.

Certification as Family Responsible Entity | EFR Social Economy, and its indicators monitoring.

http://www.certificadoefr.org/index.php


EnquadramentoReports Produced


Reports Produced

Annualy, the People Management Area, as the other operational Units:

Prepares an Activity Report of the past year Prepares an Action Plan for the folowing year.


Reports Produced Activity Report

Activity Report of the People Management Area Begining of the year:

Technical Management (Key Procedures)

Administrative Management

Quality Management


Reports Produced Action Plan

Action Plan of the People Management Area End of the year:

Projects and Initiatives PMA;

Scheduke of Activities;

Indicators Monitoring.


At Dianova, each person has its own part: his/her own!

Dianova, it’s all of us.


Accept Errors

Enjoy

In Conclusion

Simplicity in Complexity

Orientation Learning Risk.

Encourage Inovation

Quinta das Lapas, 2565-517 Monte Redondo Torres Vedras Telf.: +351 261 312 300 Fax.: +351 261 312 322 E-mail: [email protected]| Website: http://www.dianova.pt

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