We developed a simple, clear and transparent performance evaluation system, tailored to the realities of the business, specific roles and strategic objectives of Global Seguros. Afterwards, we trained all of the Global Seguros staff on how to implement and understand this system.
We interviewed management and second line employees and, based on those interviews, created a Job Description Handbook and Competency Model that served as the foundation for the performance evaluation system.
“We believe that projects involving people management should be simple and practical in order to promote the adherence and involvement of everyone involved, so that they can be united in the realization of their success, including their complexity, if necessary. As we did not already have a performance evaluation culture, but wanted sophisticated tools for Global Seguros, it was necessary to understand the degree of maturity that existed in the company and delineate a strategy that involved all employees. In Neves de Almeida | HR Consulting, we found the partner we were looking for because we have the same manner of thinking: move from a simple base to a well-developed foundation, always taking into consideration everyone’s participation (from top to bottom and vice-versa).”
Domingas Filipe Rangel
Human Resources Director - Global Seguros
We began working with Global Seguros in 2014, starting with a partnership that involved about 120 people. Our challenge was to improve a limited and antiquated performance management tool. The existing system was not very rigorous and left employees with vague interpretations, leading to poor participation and a lack of clarity within the organization.
To address this challenge, we presented a performance management plan that represented a fair and equitable system, aligned with the values and strategy of Global Seguros. We flew to Angola to get to know the company, employees and to design the entire project along with the Human Resources Director, in addition to some members of the Board.
To this effect, we made interviews with the Board and other employees to better understand their language and business, as well as to design the model for each business area. First, we created a Job Description Handbook that provided a description of each of the existing positions at Global Seguros, defining the objectives, tasks, responsibilities, hierarchical structure, competencies/knowledge/capabilities and requirements for performing that role.
The second step was to create a Competency Model that reflected the values and strategy of the organization, taking on a preponderant role in all of the management policies of HR management, as the competencies and behavioral indicators defined for each employee needed to be well thought out and contribute to the mission, vision and values of Global Seguros.
We moved from the general to the more specific, beginning with core competencies common to all employees, independent of their position, as well as communication, teamwork and client orientation, and lastly culminating in specific competencies for each functional group.
Once the Competency Model was designed, we trained the managers on how to use and understand the model, as they were the ones who would be implementing it for their teams. It also enabled each employee to know what was expected in their role and discern the best way to fulfill those expectations, as well as guarantee that employees had the opportunity to reach their potential within the organization.
For the managers, the performance evaluation enabled them to propose development plans to improve their employees’ performance, on top of generating a permanent diagnosis of their functional area. For the employees, this system granted them the ability to delineate a plan of personal development and performance, allowed them to understand their role in the company and their position, to make a self-evaluation/critique of their performance and also, to understand their supervisor’s expectations related to their performance.
Evaluations were made throughout the process to define and adjust objectives. As the project continued, a follow-up with meetings to redefine the established objectives/goals took place, along with several moments to evaluate and self-evaluate the project throughout the year.
Thanks to this performance evaluation system, Global Seguros has come to experience a sharing of a system of company values and a reinforcement of the adherence to strategically defined directions, as well as the conditions required to evaluate their human capital in the short, medium and long term and to identify the contributions of each of their employees. In addition, it has energized their HR policies, offering their employees opportunities for personal and professional growth, stimulating and improving productivity and the work environment.