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PEOPLE MANAGEMENT
NEOENERGIA
June 2011
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
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
COLLABORATOR’S LIFE CYCLE
RECRUITMENT AND SELECTION
PERFORMANCE MANAGEMENT
POTENTIAL MAPPING
RETIREMENTDEPARTURE
SUCCESSION
ASSESSMENT
AMBIENTATIONFEEDBACK
TRAININGACKNWOLEDGEMENT
DEVELOPMENT
NEW POSITION
PREPARATION
CDPINTERNAL REC.
PROMOTION
COLLABORATOR
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
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
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
Participation of the parents, students, Executives of Neoenergia
Group and Representatives from the Teaching Institution Senai.
TECHNICAL COURSE ON
ELECTROTECHNICS
TECHNICAL COURSE ON ELECTROTECHNICS
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.
POST GRADUATE COURSE ON DISTRIBUTION ENGINEERING
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.
ELECTRICIANS FORMATIONTheoretical ClassTheoretical Class
Teaching StructureTeaching Structure
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.
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).
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
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)
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
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
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
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
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
THANK YOU!