{"id":2781,"date":"2019-05-20T14:20:16","date_gmt":"2019-05-20T17:20:16","guid":{"rendered":"https:\/\/algar2018.blendon.com.br\/?page_id=2768"},"modified":"2019-06-10T15:44:40","modified_gmt":"2019-06-10T18:44:40","slug":"attraction-and-engagement","status":"publish","type":"page","link":"https:\/\/algar2018.blendon.com.br\/en\/our-people\/attraction-and-engagement\/","title":{"rendered":"Attraction and Engagement"},"content":{"rendered":"\n

We maintain different work fronts – to attract, engage, and develop our employees – that include performance management programs such as profit sharing, incentive for internal drives, and meritocracy promotions. In 2018, the main actions were: Coaching and Mentoring Program; Executive Development Program; training in distribution channels; participation in Leaders who Teach Program; promotion to more complex functions; and international benchmarking with high-performance companies in the technology sector.

Our practices of recruitment and engagement have a direct impact on the turnover ratio, an indicator of the flow of admissions, departures and transfers, which measures our capacity to attract and retain engaged employees. In 2018, turnover was 14%, remaining stable in relation to 2017 and below that recorded by the market (20%, according to PwC data). See more about hiring and turnover rates in the Supplement to GRI Indicators<\/em><\/a>.<\/em>


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Organizational Environment<\/h3>\n\t

The Organizational Environment Survey is an important tool to know the opinion of professionals. Throughout the year, we conducted quick consultations allowing managers to apply custom searches and track their departmental results, benchmarking tools with their own history and the market, and algorithms that identify the most relevant comments. Algar Telecom’s favorability index is 83% and the employees’ engagement reached 82% in the last survey conducted in 2017. In 2018, we operate at the least favorable points and, in 2019, we will make a new measurement to verify if the solutions adopted were efficient. <\/p>\n<\/div>\n\n\n


Professional Ascension<\/h2>\n\n\n\n

In 2018, around 47% of available vacancies were filled in-house, some of them by interns. We build a career path for all our employees, which may be linear (for management positions) or in Y-form, when there is promotion to non-management positions, for example as specialists in certain areas of expertise. We announce possibilities for promotion, and we give preference to in-house recruiting.

We assess performance annually and instruct leaders to provide frequent feedback, not just at times when results are announced. We have maintained, since 2017, the Performance Evaluation Process (PEP), which covers:

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Leadership Development
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We assessed the performance of executives based on the Nine Box method, which looks at the potential and performance of talents, giving a broad view of their skills and of the points that need to be worked on. Development plans and targets are set individually.


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Sustainable Development Goals
<\/strong>5 \u2013 Gender Equality
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With the commitment to promote communication to eradicate all types of prejudice and violence against women, Algar Telecom acts in the positive influence of its network of relationships and actively participates in the Algar Sem Barreiras Program. This program\u2019s purpose is maximizing the promotion of diversity and fighting all types of discrimination, gender, ethnicity, LGBT, generations and people with disabilities. In 2018, studies and activities were carried out to promote gender equality as:<\/p>\n\n\n\n