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PEOPLE MANAGEMENT NEOENERGIA June 2011

PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

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Page 1: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

PEOPLE MANAGEMENT

NEOENERGIA

June 2011

Page 2: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

FEEDBACK FEEDBACK

• Policies• Processes Rendering of

HR Services

HOLDINGHR Strategy

\\\\\\\\\\\\\\\\

TrainingTraining

Remuneration and Benefits

Remuneration and Benefits

DevelopmentDevelopment

Labor Leg. / Personnel Adm.

Labor Leg. / Personnel Adm.

Health and SafetyHealth and Safety

Internal Communication

Internal Communication

AdministrationAdministration

HR Consultancy

SERVICEInterface with client areas

Client-Areas

Client-Areas

Concept:Expertise development on HR subsystems.

Roles:• HR strategy, policies and process definitions. • Promote the alignment between all HRs in the group

Responsible: Holding Personnel Management.

Concept: Rendering of specialized services of Personnel Management.

Roles:• Ensure the delivery and implantation of the HR policies and processes.• Focus on the quality and agility to the client

Responsible: Local Personnel Management = Focal Points (Specialists in HR subsystems).

Concept: Unique interface service for HR issues with clients.

Roles:HR practices alignment with client areaService and support to the client area with exclusive dedication.

Responsible: Internal consultant with the technical support of the Local and Holding Specialists team.

PLACEHR Services

\\\\\\\\\\\\\\\\\\\\\\

TreinamentoTreinamento

Remuneration and Benefits

Remuneration and Benefits

DevelopmentDevelopment

Health and SafetyHealth and Safety

Internal Communication

Internal Communication

AdministrationAdministration

Labor Leg. / Personnel Adm.

Labor Leg. / Personnel Adm.

PEOPLE MANAGEMENT ACTING MODEL

Page 3: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

NEOENERGIA GROUP understands that it will only achieve RESULTS EXCELLENCE with the aid of its COLLABORATORS.

MANAGE THROUGH

PERFORMANCE

Maximize the development of all the companies of the Group through the alignment between

People Management practices;

ATTRACT AND FIDELIZE

Attract, maintain and fidelize key talents and people through the promotion of

career opportunities;

REMUNERATE AND

ACKNOWLEDGE Remunerate and acknowledge in a fair, balanced and competitive way with the market;

SUCCESSION PLANNING

Ensure the group’s continuity, knowledge and longevity in order to guarantee the delivery of

medium and long-term strategic objectives

COMMUNICATEEnsure the efficient communication in order to guarantee the integration and information flow

Between the areas;

SAFETY ANDSOCIETY

To act promoting the sustainability and safety guidelines required to the business operation

in its varied fronts.

STRATEGY

Page 4: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

COLLABORATOR’S LIFE CYCLE

RECRUITMENT AND SELECTION

PERFORMANCE MANAGEMENT

POTENTIAL MAPPING

RETIREMENTDEPARTURE

SUCCESSION

ASSESSMENT

AMBIENTATIONFEEDBACK

TRAININGACKNWOLEDGEMENT

DEVELOPMENT

NEW POSITION

PREPARATION

CDPINTERNAL REC.

PROMOTION

COLLABORATOR

Page 5: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

Business and Results

Manager

People and Team

Manager

Communicator

Educator

Negotiator

NEOENERGIA COMPETENCES

Focus on Result

Team Spirit

Knowledge

and Information

Initiative

and Proactivity

LEADERSHIPLEADERSHIP COLLABORATORSCOLLABORATORS

Page 6: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

ORGANIZATIONAL AND LEADERSHIP COMPETENCES

RESULTS People who ensure the Internal Satisfaction and Profitability

RESULTS People who ensure the Internal Satisfaction and Profitability

TRAININGS(Corporate Education)

TRAININGS(Corporate Education)

DEVELOPMENT PROGRAMS DEVELOPMENT PROGRAMS

PERFORMANCE MANAGEMENT

Competences + Objectives

Formation School(Academic and Functional)

Formation School(Academic and Functional)

Technical and Operational School

Technical and Operational School

Corporate School (Business and Behavioral)

Corporate School (Business and Behavioral)

Leadership SchoolLeadership School

Assessment Potential Mapping

ENTRIES

Behavioral GAPs Functional Needs

SuccessionTalents Development

DEPARTURES

Career ManagementSelf-Development

COMPETENCES

PEOPLE MANAGEMENTDEVELOPMENT MODEL

Page 7: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

TECHNICAL COURSE ON ELECTROTECHNICS

OBJECTIVEQualify technicians in electrotechnics to act in the project, installation, planning, maintenance and operation of electric power distribution systems

PUBLIC Children of collaborators who worked in Neoenergia Group.

Form qualified professionals to act in electric systems.

Talent base organization. ACTION

Page 8: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

Participation of the parents, students, Executives of Neoenergia

Group and Representatives from the Teaching Institution Senai.

TECHNICAL COURSE ON

ELECTROTECHNICS

Page 9: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

TECHNICAL COURSE ON ELECTROTECHNICS

Page 10: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

POST GRADUATE COURSE ON DISTRIBUTION ENGINEERING

OBJECTIVE

PUBLIC

ACTION

Improve the technical/operational knowledge of new electrical engineers who act in the planning, construction, maintenance and operation of electric systems of distribution.

Electric engineers acting in technical areas of Neoenergia Group.

Qualify young professionals in the electric engineering area. Promote the interaction and interchange of technical knowledge

between collaborators and academicians. Make viable the appropriation of new technologies for the solving

of problems in the electric system.

Page 11: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

POST GRADUATE COURSE ON DISTRIBUTION ENGINEERING

Page 12: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

FORMATION OF ELECTRICIANS IN DN 15kV

OBJECTIVE

PUBLIC

ACTION

Supply the internal demand for electricians in distribution network.

Compliance with the Labor Regulating Rules.

Insertion of youngsters in the labor market, ensuring the individual’s

employment in his own community.

Capacitate and qualify through the theoretical and practical formation and in conformity with the occupational safety rules and procedures, in order to act as electrician in the distribution network of the company and of partners.

Children of collaborators of the Neoenergia Group and members of country communities in several cities of the State of Bahia.

Page 13: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

ELECTRICIANS FORMATIONTheoretical ClassTheoretical Class

Teaching StructureTeaching Structure

Page 14: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

Post-Graduation Policy

Graduation Policy

FORMATION SCHOOL Purpose: Academic capacitation in themes related to the business.

Public: All employees.

Language Courses

Capacitation in English or Spanish.

Performance of the activities inherent to the post or aiming at professional ascension.

National or international courses with short duration.

Higher Education in subjects pertinent to the business.

Performance of the activities inherent to the post or aiming at professional ascension.

National courses regulated by the Ministry of Education.

Specific technical deepening in business or management themes.

Performance of the activities inherent to the post or aiming at professional ascension.

National courses regulated by the Ministry of Education or international courses for leadership.

Page 15: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

Timeline and Local Budget

Funcional and Specifc Business

Corporate

Timeline and Local Budget

SPEC

IFIC

BU

SIN

ESS

AND

FU

NCT

ION

ALD

EVEL

OPM

ENT

Internal Consultancy + main Manager/Superintendent of the area Privilege the actions based on the ACF report Local budgetary approval

Communication Interpersonal Relations NegotiationG

ENER

AL

COM

PETE

NCE

D

EVEL

OPM

ENT

Sustainability Finances Electric Sector

CORPORATE SCHOOL Purpose: Develop technical and behavioral competences turned to the professional formation.

Public: Assistants, Analysts and Specialists of the Group.

Themes: Defined based on the results of the main GAPs arising from ACF 2010 (Avaliação de Competências Funcionais – Functional Competencies Evaluation).

Page 16: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

The PGD results are premises for the

public survey

Performance (skills and attitudes)

+Objectives

PGD*PGD*

Potential Mapping

AnalystsManagers

AssessmentManagers

Target Public Survey

Target Public Survey

Divided into management stages.

Focus on the development of the

leadership competencesturned to the business.

Leadership School Leadership School

Identify positions,Map successors

and allow the careerevolution.

Guarantee the fluidity

and validation ofthe development evolution phases.

Succession Plan Succession PlanNEW

POSITION

NEW

POSITION

Supported by several Internal Communication Actions

LEADERSHIP COMPETENCIES

LEADERSHIP SCHOOLLeadership Development Cycle

* Programa de Gestão de Desempenho – Performance Management Program

Page 17: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

Self Development

Management and Business

People

Dimensions to be developed:

Leaderships Development Program based on the Pipeline concept :

Assumes the existence of different levels of leadership in an organization.

Each level presents different complexity degrees bound to the leader’s challenges, his experience, maturity and seniority.

It is structured into development trails for each leadership level identified in the organization.

Each trail is composed of a set of actions aiming to capacitate the leaders in the different leadership competences, considering their seniority level.

LEADERSHIP SCHOOL

TRAIL 4(Directors)TRAIL 4

(Directors)

TRAIL 3(Superintendents)

TRAIL 3(Superintendents)

TRAIL 2(Managers)

TRAIL 2(Managers)

TRAIL 1(Coordinators)

TRAIL 1(Coordinators)

Page 18: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

Self-DevelopmentSelf-Development Management and Business

Management and Business PeoplePeople

MB

A

Po

st-Gra

du

atio

nL

an

gu

ag

es

FormationFormation

Basic Leadership :Self-knowledgeLeadership ConceptsMotivation/AcknowledgementDelegationNeoenergia GP Cycle

Potential Mapping Structured feedback Motivational interview Specific actions constructed by the collaborator My Moment

Management: Planning Organization

Trail 1Potentials,

Coordinators and SHP (SmallHydroelectric Plants) Chiefs

Trail 1Potentials,

Coordinators and SHP (SmallHydroelectric Plants) Chiefs

Strategic People Management:People developmentPerformance and results

Assessment 1 (Collective) Structured feedback Motivational interview Specific actions constructed by the collaborator My Moment

Management: StrategyFinancesMarketingProcesses

Trail 2Managers and

Hydroelectric Plants Chiefs

Trail 2Managers and

Hydroelectric Plants Chiefs

Management – Executive Lectures Cycle Strategy Innovation Succession Management Review (e-learning: HSM, Mind Quest etc) International Formation 1

Assessment 2 (Individual) Structured feedback Coaching Career Orientation (retirement)

Trail 3Holding

Superintendents And Mangers

Trail 3Holding

Superintendents And Mangers

International Formation 2 Mentoring (personal dimension)

Trail 4DirectorsTrail 4Directors

TARGET PUBLICTARGET PUBLIC

LEADERSHIP SCHOOL – ACTIONS 2011

Page 19: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

Enable new leaders with emphasis in the technical and relational competences

Expand their skills on leading multidisciplinary teams and people.

Leadership Academy Structure

Neoenergia HR cycle and tools (Self-knowledge, attract, develop and retain people)

Teams Leadership (delegation process, motivation / acknowledgement.)

Guidance for processes and results

Collaborative Negotiation

Conflict Management (Relationship between pairs)

Work planning and organization

Ma

cro

th

em

es

Trail 1Potentials, Managers and SHP Chiefs

Trail 1Potentials, Managers and SHP Chiefs

Page 20: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

Improve the Leadership competences for profitability and sustainability of the business, in a sustainable, ethic and responsible way.

Develop skill to deal with the high performance culture, successors formation and talents retention

Leadership WITH People (Transformer)

Organizational culture and environment management

Process management (Operational Efficiency)

Results management (Efficient financial management)

Collaborative negotiation and strategic alliances

Business Strategic Models

Ma

cro

th

em

es

Trail 2Managers and Hydroelectric Plants Chiefs

Trail 2Managers and Hydroelectric Plants Chiefs

Leadership Academy Structure

Page 21: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

Develop the business and people management strategies.

Rethink the strategies and the business processes based on the Neoenergia present and emergent challenges.

Promote the high performance culture with focus on the business sustainable profitability and innovation culture.

Improve the decisions quality and the management of risk factors mapped by Neoenergia.

Trail 3Holding Superintendents and Managers

Trail 3Holding Superintendents and Managers

Leadership Academy Structure

Strategy for the sustained growth (Macro Sceneries)

High Performance in Leadership (Brazil and Madrid at ESADE)

Corporate finances and corporate risk management

Gestão de Mercados B2B e B2G

Innovation in Practice (Creating the Innovation culture)

Ma

cro

th

em

es

Page 22: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

Trilha 4Diretores

(P4)

Enlarge the strategic and global business view and the skills required from the executives nowadays

Improve the leadership skills of Neoenergia directors in the commitment and mobilization of their teams

Extend the capacity of suiting the interests of various stakeholders in a competitive environment, seeking a bigger performance

Leadership Academy Structure

Trail 4Directors

Trail 4Directors

PGA (Programa de Gestão Avançada – Advanced Management Program) / INSEAD, France

Executive STC (Skills, Tools & Competencies) / Kellog, EUA

Ma

cro

th

em

es

Page 23: PEOPLE MANAGEMENT NEOENERGIA June 2011. FEEDBACK Policies Processes Rendering of HR Services HOLDING HR Strategy \\\\\\\\ Training Remuneration and Benefits

THANK YOU!