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Walking the talk management human capital dianova 2013

How does a nonprofit organization like Dianova manages its own Human Capital, Talent Management, achieving e.g. 94% of its Talent Retention in 2012? Take a glimpse how we do engage our employees towards goals orientation!

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Walking the talk management human capital dianova 2013

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  1. DIANOVA PORTUGAL: HUMAN CAPITAL MANAGEMENT WITHIN THE NONPROFIT SECTOR ISCSP, Master’s Degree HRM, May, 13th 2013 TALENT MANAGEMENT: AT DIANOVA EACH ONE HAS A MAIN ROLE, HIS/HER’S! 1 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal© Compromisso| Solidariedade| Tolerância| Internacionalidade… Inspirando a Mudança! Dianova Portugal©

  2. 55.383 Orgz. 94% Associations 40,1% Social Action 54,1% GDP 64,9% Employment 2,8% GDP (Wealth ) & 5,5% Employment Income 14.177,9 M€ 62,8% Production 23,8% Subsidies 5.022 IPSS 50,1% GDP 42,6% Salary 38,2% Need Financing 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 227.000 Employees = 4,2% Active Population 5,4 thousand M € = 4,2% GDP 48% own revenues 40% government 12% philantropy 2 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  3. Organizational Innovation in the Third Sector What differentiates na Effective Civil Society Organization? Aligning Stakeholders’ Perceptions with Organizations’ Objectives (Multiple Constituents Model) INNOVATION MANAGEMENT • 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 INNOVATION IN WORKING PRACTICIES COMPETITIVE ADVANTAGE In Julian Birkinshaw, co-founder Innovation Lab, London Business School In “Nonprofit Organizational Effectiveness: contrasts between especially effective and less effective organizations”, Herman & Renz, 1998, Nonprofit Management and Leadership 3 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  4. 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… O B J E C T I V E ... that offers a value proposition for Customers, Employees and Society at large... ... ensuring the Sustainability of the Organization! 4 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  5. Developing Trustworthy Relationships for Organizational Efficiency & Effectiveness Stakeholders perceptions and expectations aligned with Organizational goals 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. Souce credibility Ethos → character & integrity Logos → expertise & competency Pathos → charism Trust Relations Development = Competitive Advantage Source Barney&Hansen 1994 Trust Reputation ... through the demonstration of good practices in the “Trust Bank Deposit” 5 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  6. Developing Trustworthy Relationships for Organizational Efficiency & Effectiveness Stakeholders perceptions and expectations aligned with Organizational goals “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 CONCERN Management balance, Relacionships, Experience, Honesty, empathy, consistency COMPETENCY Is it efficient? Tech adaptation, clearly thinking, skills, communication and problems resolution HONESTY Perception of how information is provided. RELIABILITY Development of Consistent actions IDENTIFICATION Shared values, Regulations and beliefs 6 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  7. Developing Trustworthy Relationships for Organizational Efficiency & Effectiveness Stakeholders perceptions and expectations aligned with Organizational goals “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 BARRIERS → NEGATIVE RESULTS • Increase cooperative behavior Decreased desire of employees to contribute to productivity goals Creates fear and destructive behaviours Worsening crises Distrust is costly Schokley-Zalabak, 2010 Gambetta, 1988 • Higher sales and profits and lower turnover rate. • • Davis et al, 2000 Greater job satisfaction, productivity and commitment to the Organization. Flaherty & Pappas, 2000 7 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  8. Roadmap Sustainability & Change Management: Leading and Recreating our future from the inside out… One language, One voice, One brand People – Leadership – Organizacional Culture Positive Change vs Sustainability and Organizational Development P R O C E S S + Offline and Online Tools • What procedures and skills do we need? • What needs to be changed? • How to manage change in harmony with our values? + Change Management techniques and processes Changing Communication Awareness | Comprehension| Commitment| Change Strategy Information| Dialogue | Engagement| Recognition Proactive/ Constructive Flow 8 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  9. Roadmap Sustainability & Change Management: Leading and Recreating our future from the inside out… One language, One voice, One brand STRATEGY PRESENT SITUATION DESIRED SITUATION Make the Organization Sustainable Increase the direct and indirect Social Impact 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 9 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  10. 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 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 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 Long Term Positioning KNOWLEDGE• DIFERENCIATION • RELEVANCE • ESTEEM 10 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  11. Dianova Network & Internacional Hub of Public Affairs MISSION : : To develop actions and programs that will contribute to the Personal Autonomy and Social Development 3 Continents | 11 Countries 11 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  12. Dianovarecognized as Private Institution for Social Solidarity, Public Utility Association and Non-Governmental Organization for Development Empowerment & Training (Hard | Soft Skills) Education and Health Promotion Socio and Professional Reintegration Drug Abuse Treatment Psychosocial Support MEMBERSHIPS PROTOCOLS Cooperation & Learning Culture Oriented Organizational & Social Innovation Social and Solidarity Agent Social Change Promoter 12 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  13. Certifications | Acreditações Dianova Quality Management System CTQL (1st in Portugal) ISO 9001:2008 Family Responsible Entity Social Economy (1st in Portugal) EFR DGERT | CCPFC Training Entity (CFD) DGERT – MTSS | CCPFC – ME 13 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  14. Dianova | Operational Units (Lisbon | Oliveira Azeméis | Torres Vedras) HEADQUARTERS Dianova Portugal Students Residential Psychosocial Support Center +Health Therapeutic Community Quinta das Lapas Emergency Center Project Casa Azul Social Enterprise Nursery Plant Training Center Dianova Social Reintegration Apartment 14 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  15. Multi-stakeholders Cooperation Culture and Cooptition Approach Based on the Model of Business Relations, MacMillan et al (2000) Market • Precribers • Health, Education, Social Professionals • Potencial Customers • Families • Opinion Liders • Competition Good Community • Leaders • Analysts • Investors e Sponsors • General Public • Academy • Media Quality? Effective? Partnerships? Corporate citizen? Social Development? Trustworthy? Commitment Organization • Board • Staff / Employees • Voluntiers • Suppliers • Partners • Clients • “Shareholders” Government • Legislators • Regulators • Politicians • Central and Local Administration • Project Analysts • Internacional Agencies Goodplace to work? Criative team? Innovative? Good Governance? Social Value? 15 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  16. Trust Bank Deposit & Best Practices CSR Walking the Talk… Everlasting Effects!© SOCIAL ENVIRONM ENTAL ETHICAL Reputation Is built on actions LEGAL ECONOMIC 16 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  17. Economic Performance Economic VOLUME OF EMPLOYMENT IN LOCAL +40 / YEAR SUPLIERS PAYMENT 30 DAYS REGULARIZATION OF TAXES UP TO DATE 17 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  18. Economic Performance towards Sustainability Economic OWN GENERATED INCOME 82,2% PUBLIC FUNDING 9,5% PHILANTROPY 8,3% 18 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  19. Delivering the Delivering the Promise Social Impact 2007-2011 Promise Social 19 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  20. Efficiency Increase and Environmental Impact Environmental IMPLEMENTATION OF SOLAR PANELS & ENERGETIC COST and ECOLOGICAL FOOTPRINT REDUCTION 20 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  21. Comply the International, EU & Nacional Legislation Legal Principles and Responsabilities Chart Plan for Gender Equality and Work-Life Balance Industrial Property 13 Brands 16 Domains 21 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  22. Management through Ethical and Values “Social Business” Ethical Employee Evaluation & Satisfaction Give active voice and know how satisfied People are Performance Management Behavior and attitude Evaluation → Performance of Excellence New | Revised (2013) Ethical Code 22 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  23. Temporary Accomodation Center| Oliveira de Azeméis | SOLIS Project 2005-2010 Duration 6 Years Beneficiaries 4.030 People Financing 1,2 Millions € Executer Entity Dianova Portugal + 9 Local Partners Promoting Entity Oliveira Azeméis CityHall Social Inclusion, Volunteering, Third Aged, Domestic Violence (170 Users), Social Rehousing, Housing Rehabitation, Socioprofisional Insertion, Health Education, … 12 Activities Aimed at Children, Young Adults, Adults e Seniors 23 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  24. Dianova Training Center: Enpower| Undertake | Innovate | Portugal TRAINERS 16 Internal 750 External TRAINING ACTIONS 112 HOURS OF TRAINING 6.724 TRAINESS 1.624 24 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  25. Social Entreprise Nursery Plant: Milestones SOCIAL REINTEGRATION → EMPOWERING → SOCIOPROFESSIONAL INTEGRATION → SUSTAINABILITY Development of processes for the Commercial Management Christmas weather destroys Greenhouses Begining of Activity Implementation of the Solidarity Brand 2000 2013 2012 2007 2009 2010 2000 Greenhouses Reconstruction Lounch of Mother’s Day Campaign Employees 13 Diversification of Clients Portfolio Income 300.000€/ year Manuel António da Mota Award Honorable Mention Hiring of na Agronomist Engineer 25 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  26. Quality and Inovation ISO 9001:2008 Impact and Benefits at Therapeutic Community STAFF COMMUNITY SOCIETY BENEFICIARIES ORGANIZATION Renovation of SGQ 2011-2014 → Dynamic Methodology 100% Client Sarisfaction Increased social legitimacy Increased integration on social networks (CRI, CLAS) 100% Population Recomend the Service Increased transfer of hnow-how •Public Recognition: Private Category Award Hospital do Futuro’05/06 • Invitation to National and International Conferences Increase Motivation → efficiency e effectiveness 26 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  27. Scientific Follow-up Study “Social Trajectories” 2009-2013 CIES | ISCTE-IUL 27 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  28. Annual Initiative Health Promotion “Mocktails” | Torres Vedras IMPACT 2007-2012 13.460 PEOPLE 28 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  29. The Team Talent Retention 94% 41 Age Workers 90% Direct Contracts 10% Indirects Average 40,1 Qualifications 31% College 69% High School Areas Gender 50% Female 50% Male 77,9% Programs 22,1% Management 29 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal© Compromisso| Solidariedade| Tolerância| Internacionalidade… Inspirando a Mudança! Dianova Portugal©

  30. DIANOVA HUMAN CAPITAL | PEOPLE MANAGEMENT & ENGAGAMENT 30 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  31. Team| Global 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. Graphic 1- Average people who collaborate with Dianova in 2012, in various forms. 31 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  32. Team| Volunteering 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. Graphic 2- Tyoe of Volunteering in Dianova 32 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  33. Team| Gender Graphic 3 – Gender representation, on average, of direct employees, 50% Equality Gender: 50% Male & 50% Female 33 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  34. Team| By Area Graphic 4 – Average 2012 Distribuition of Direct Employees by Area (%) 77,9% on Programs & 22,1% on Management 34 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  35. Team| By Unit & Headquarters Graphic 5 – Number of Employees on December 31st 2012. Therapeutic Community 10; Social Enterpirse 13; Training Centre 2; Headquarters 7 35 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  36. Team| Education Degree Graphic 6 – Education Degree of Direct Employees on December 31st 2012. 31% University degree, 53% High School; 16% Primary School 36 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  37. Team| Education Degree vs Gender Graphic 7 – Representation of gender by level of education. Male (blue), Female (green) 37 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  38. Team| Average Age Average Age 40,1 Years Minimum 23 and Max 60 38 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  39. Team| Turnover vs Talent Retention Rate 94% Talent Retention 39 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  40. Team| Work Provision vs Absenteeism 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. Graphic 8 – Type of Absences, 2012 40 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  41. 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. 41 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  42. 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. 42 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  43. Enquadramento Dianova People Management Model 43 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal©

  44. 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. 44 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal© Compromisso| Solidariedade| Tolerância| Internacionalidade… Inspirando a Mudança! Dianova Portugal©

  45. People Management Model 45 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal© Compromisso| Solidariedade| Tolerância| Internacionalidade… Inspirando a Mudança! Dianova Portugal©

  46. People Management Model 2 transverse components of the model: 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 authoritiesto 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. 46 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal© Compromisso| Solidariedade| Tolerância| Internacionalidade… Inspirando a Mudança! Dianova Portugal©

  47. People Management Model 5 Operational and Central Components 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. 47 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal© Compromisso| Solidariedade| Tolerância| Internacionalidade… Inspirando a Mudança! Dianova Portugal©

  48. People Management Model 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.. 48 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal© Compromisso| Solidariedade| Tolerância| Internacionalidade… Inspirando a Mudança! Dianova Portugal©

  49. People Management Model Operational Decentralization | Strategic Centralization 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. 49 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal© Compromisso| Solidariedade| Tolerância| Internacionalidade… Inspirando a Mudança! Dianova Portugal©

  50. People Management Model Fluid Communication and Information Availability Activities | Procedures • Regular Team Meetings • Internal Communication Channels • Regular Meetings with Top Managers 50 Commitment| Solidarity| Tolerance| Internationality… Inspiring Change! Dianova Portugal© Compromisso| Solidariedade| Tolerância| Internacionalidade… Inspirando a Mudança! Dianova Portugal©

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