Human Resources Management: Integrated Talent Management
At the end of 2014, the company had 40,947 employees, featuring a young team (52% young people under the age of 35), and characterized by diverse profiles and gender (62% women).
In 2014, the company had 38,726 employees in the retail area. Of these, 67% were women and 8% were international collaborators, namely from Spain, Brazil, China, and Turkey .
The company’s sustainability strategy has three axes of performance: better purpose, better planet, and better people. The biggest better people commitment is “the integrated talent management,” promoting well-being and investing in the development of employees’ skills and abilities, continuously enriching the company’s culture . According to the Sustainability Report , the integrated talent management commitments are as follows:
• Attracting Talent Effectively
The company has been given particular importance to the creation of direct contact opportunities between the business world and students and recent graduates. Through the promotion of different initiatives, the company supports personal and professional development of young people and identifies young talent. The company played an active role in bridging the gap between young people and the labor market by:
- - Participation in job fairs at schools and universities;
- - Promotion of workshops and providing support for academic and research work;
- - Promotion of study visits to the company (central structures and operations);
- - Undergraduate, Master, and MBA students can participate in mentoring programs;
- - Partnership in the “Bue d'Escolhas” program, promoting initiatives focusing on providing skills and development of children and youngsters at-risk;
- - Participation in the partnership regime of the “Alliance for Youth,” which aims to contribute to the fight against youth unemployment in the Portuguese and European context.
- • Career Management
The company’s careers’ model plays a role in supporting the management of the talent pipeline, ensuring alignment between priorities and professional development expectations. Therefore, this reflects two management approaches: One focused on the planning needs of human resources and the other more directed toward the employee as an actor of their own professional and personal development.
The company values the diversity of profiles and pathways of its people and supports personal and professional development between areas, directing the attention toward reflecting on this model and the internal mobility process that allows the employees to acquire cross-cutting and multipurpose skills.
• Training and Development
The company has demonstrated the ability to generate innovative and entrepreneurial leaders internally which has proven to be significant to the rapid development and diversification of the business and occupying leadership positions in various segments of activity.
This fact is due to investing in the best management practices and development of talent, but more importantly by the introduction of this concern in the daily lives of the leaders.
For the company, “being a leader means developing talent and recognizing that the achievement of goals depends on the performance and commitment of extraordinary teams, who have to constantly overcome the challenge of efficiency and continuous improvement” .
With emphasis being placed on the following:
- • Management and leadership academy;
- • Training center—continuous improvement;
- • Forums for knowledge-sharing and consulting groups;
- • Innovation and creativity management and the sharing of in-house knowledge;
- • Retail school; and
- • Mentoring program.
- • Performance Evaluation:
Based on the principles of meritocracy, pluralism, and participation, the company’s performance manage model encompasses all the employees, in all the businesses and locations. Every year, the company invites all the employees to reflect on their achievements and aspirations, ensuring a performance management interview with each team member. During this interview, an opportunity is given to discuss the results achieved in the year under review, sharing expectations and ambitions, the identification of development opportunities, and the definition of goals and action plans.
Within the framework, the companies have had place since 2012 a talent management tool, a nine-box grid that despite encompassing all the employees was mainly designed for the most senior employees in the organization and for the employees identified with the most growth potential.