Walking the talk management human capital dianova 2013

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

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

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

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…
... that offers a value proposition
for Customers, Employees and
Society at large...
... ensuring the Sustainability
of the Organization!
O
B
J
E
C
T
I
V
E

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

6
“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
COMPETENCY
Is it efficient?
Tech adaptation, clearly
thinking, skills,
communication and
problems resolution
HONESTY
Perception of how
information is
provided.
CONCERN
Management balance,
Relacionships,
Experience,
Honesty, empathy,
consistency
IDENTIFICATION
Shared values,
Regulations and beliefs
RELIABILITY
Development of
Consistent actions

7
“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
Greater job satisfaction, productivity
and commitment to the Organization.
Flaherty & Pappas, 2000
Higher sales and profits and lower
turnover rate.
Davis et al, 2000
Increase cooperative behavior
Gambetta, 1988
BARRIERS → NEGATIVE
RESULTS
• Decreased desire of employees to
contribute to productivity goals
• Creates fear and destructive
behaviours
• Worsening crises
• Distrust is costly
Schokley-Zalabak, 2010

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

9
PRESENT SITUATION DESIRED SITUATION
STRATEGY
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
Make the
Organization
Sustainable
Increase the direct and
indirect Social
Impact
Roadmap Sustainability & Change Management:
Leading and Recreating our future from the inside out…
One language, One voice, One brand

10
Long Term Positioning
KNOWLEDGE• DIFERENCIATION • RELEVANCE • ESTEEM
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
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
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

11
MISSION : To develop actions and programs that will contribute
to the Personal Autonomy and Social Development
3 Continents | 11 Countries
Dianova Network & Internacional
Hub of Public Affairs

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

13
ISO
9001:2008
EFR
DGERT |
CCPFC
Certifications | Acreditações Dianova
Quality Management System
CTQL (1st in Portugal)
Training Entity (CFD)
DGERT – MTSS | CCPFC – ME
Family Responsible Entity
Social Economy (1st in Portugal)

14
Dianova | Operational Units
(Lisbon | Oliveira Azeméis | Torres Vedras)
HEADQUARTERS
Dianova Portugal
Therapeutic
Community Quinta das
Lapas
Training Center
Dianova
Social Reintegration
Apartment
Social Enterprise
Nursery Plant
Students
Residential
Emergency Center
Project
Casa Azul
Psychosocial
Support Center
+Health

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

16
SOCIAL
ENVIRONM
ENTAL
ECONOMICLEGAL
ETHICAL
Trust Bank Deposit & Best Practices
CSR Walking the Talk… Everlasting Effects!©
Reputation
Is built on
actions

17
Economic PerformanceEconomic
REGULARIZATION
OF TAXES
UP TO DATE
VOLUME OF
EMPLOYMENT IN
LOCAL
+40 / YEAR
SUPLIERS
PAYMENT
30 DAYS

18
PUBLIC
FUNDING
9,5%
PHILANTROPY
8,3%
Economic Performance towards
SustainabilityEconomic
OWN GENERATED
INCOME
82,2%

19
Delivering the Promise
Social Impact 2007-2011Social

20
Efficiency Increase and
Environmental ImpactEnvironmental
IMPLEMENTATION
OF SOLAR PANELS
&
ENERGETIC COST
and
ECOLOGICAL
FOOTPRINT
REDUCTION

21
Comply the International,
EU & Nacional LegislationLegal
Industrial
Property
13 Brands
16 Domains
Principles
and
Responsabilities
Chart
Plan for
Gender Equality
and
Work-Life
Balance

22
Ethical
Performance
Management
Behavior and
attitude Evaluation →
Performance of
Excellence
Employee
Evaluation
&
Satisfaction
Give active voice and
know how satisfied
People are
New | Revised
(2013)
Ethical Code
Management through Ethical and Values
“Social Business”

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

24
TRAINESS
1.624
TRAINING
ACTIONS
112
HOURS OF
TRAINING
6.724
TRAINERS
16 Internal
750 External
Dianova Training Center:
Enpower| Undertake | Innovate | Portugal

25
20132012
2000
2010200920072000
Begining
of Activity
Lounch of
Mother’s Day
Campaign
Christmas
weather
destroys
Greenhouses
Greenhouses
Reconstruction
Manuel António da
Mota Award
Honorable Mention
Implementation of
the Solidarity Brand
Development of processes for
the Commercial Management
Diversification of
Clients Portfolio
Hiring of na
Agronomist
Engineer
Income
300.000€/
year
Social Entreprise Nursery Plant:
Milestones
Employees
13
SOCIAL REINTEGRATION → EMPOWERING → SOCIOPROFESSIONAL INTEGRATION → SUSTAINABILITY

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

27
Scientific Follow-up Study “Social
Trajectories” 2009-2013 CIES | ISCTE-IUL

28
Annual Initiative Health Promotion
“Mocktails” | Torres Vedras
IMPACT 2007-2012
13.460 PEOPLE

Areas
77,9% Programs
22,1% Management
Gender
50% Female
50% Male
Age
Average 40,1
Qualifications
31% College
69% High
School
The TeamTalent
Retention
94%41
Workers
90% Direct
Contracts
10% Indirects

30
DIANOVA HUMAN CAPITAL |
PEOPLE MANAGEMENT &
ENGAGAMENT

31
Team| Global
Graphic 1- Average people who collaborate with Dianova in 2012, in various forms.
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.

32
Team| Volunteering
Graphic 2- Tyoe of Volunteering in Dianova
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.

33
Team| Gender
Graphic 3 – Gender representation, on average, of direct employees, 50% Equality
Gender: 50% Male & 50% Female

34
Team| By Area
Graphic 4 – Average 2012 Distribuition of Direct Employees by Area
(%)
77,9% on Programs & 22,1% on Management

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

36
Team| Education Degree
Graphic 6 – Education Degree of Direct Employees on December 31st 2012.
31% University degree, 53% High School; 16% Primary School

37
Team| Education Degree vs Gender
Graphic 7 – Representation of gender by level of education. Male (blue), Female
(green)

38
Team| Average Age
Minimum 23 and Max 60
Average Age
40,1 Years

39
Team| Turnover vs Talent Retention
Rate
94% Talent
Retention

40
Team| Work Provision vs Absenteeism
Graphic 8 – Type of Absences, 2012
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.

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.

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.

43
EnquadramentoDianova People
Management Model

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.

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 authorities to 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.
2 transverse components of the model:

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.
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..
5 Operational and Central Components

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.
Operational Decentralization | Strategic Centralization

Activities | Procedures
• Regular Team Meetings
• Internal Communication Channels
• Regular Meetings with Top Managers
Fluid Communication and Information Availability

Described Procedures
• Recruitment and Selection
• Admission, reception e integration
Forms | Documents Prepared
• Job Profile
• Interview Script
• Candidates Evaluation
• Contributer Admission
• Job Description
• Individual Learning Plan (ILP)
• Evaluation of Individual Learning Plan.
Embeding and Socialization
Deliverable Documentation | Activities to Perform
Welcome Guide
• Dianova Network Code of Ethics Manifest
• Charter of Principles and Responsabilities
• Job Description
• Integration and Inidividual Learning Plan
• Feedback meeting Evaluation of ILP

• Training Plan
• Training for Managers
• Identification of Training needs;
• Training Planning and Registration;
• Individual Training Plan;
• Training Evaluation;
• Map of Statistics and Training Volume.
Skills Development
• Life Quality at work
• Labour Satisfaction Questionnaire;
• Balance Questionaire – Work | Personal
• Improvement Plan
Life Quality at work

• Performance Management
• Sel-Assessment Questionaire
• Managers Assessment Questionaire
• 360º Assessment Questionaire
• Evaluation Guide for Evaluaters
Performance Management
Deliverable Documentation | Activities to Perform
• Performance Evaluation Report

(1) Replacement and/or Reassignment of Functions
(2) Designing a Directive | Promoting Function
(3) Unifying
(1) Survey of needs
(1) Script interview to Candidates
(1) Indivual Learning | Integration Plan
(2) Potencial Evaluation
(2) Individual Plan of Progression
(2) Evaluation of the Individual Plan of Progression
(3) Outgoing Interview
Renovation and Conversion
Deliverable Documentation | Activities to
Perform
(1) Individual Learning | Integration Plan
(2) Individual Plan of Progression
(2) Potencial Evaluation

55
Enquadramento
Other Models | Plans

Other Models| Plans
Plans for Gender Equality and Life-Work Balance
Plans | Volunteer Policy
Competency Model
Assessment of Organizational Environment
Remuneration System (Internal Equity)

Other Models| Plans
Remuneration Systems
There is no good management of human capital without an
effective remuneration policy

Other Models| Plans

Nível Categoria / Grupo Profissional Min Max
1 Direcção
2 Chefias Intermédias
3 Pessoal Técnico, Operacional e Administrativo
4 Pessoal ao Abrigo de Programas e Incentivos Remuneração Própria
Other Models| Plans

Other Models| Plans
Career Management
Measure: to create an evaluation system that aligns the People
Management with the Organization Stategy, strengthening culture
and values, and improving individual and group performance.
Indicator: Implementation of the Competency Assessment System
Goal: 100%
Evaluation: Results of implementation and impact in May 2013
Goal Achievement: Fulfilled. Evaluation in May 2013

Other Models| Plans
Career Management
The Competency Model of Dianova is based on different types of skills: Generic,
Specific and Management.

Other Models| Plans
Career Management
Maximum of 13 Skills:
6 Generic Competencies,
3 Management Skills
4 Specific Skills (including technical ans specific knowledge)
Maximum of 10 Skills:
6 Generic Skills
4 Specific Skills (including technical ans specific knowledge)

Other Models| Plans
Career Management
Generic Skills
Management Skills

Other Models| Plans
Career Management
Requirement Degree
An organization does not need skills that are
present at the same level or degree requirement for
all functions that are applicable.
It is not enough to identify that a particular
expertise is required to perform a task. It is
absolutely necessary to also define what level of
proficiency that this expertise must be applied for
each of the functions in question.

Other Models| Plans
Career Management
Skill
Description
Skill
Designation
Skill
Requirement
Degree

Other Models| Plans
Career Management

Other Models| Plans
Work-Life Balance
Measure: Disclosure of actions implemented and to implement
Indicator: Disclosure of Good Practice Guide for the promotion of work-
life balnace (profissional vs personal).
Goal: 1
Evaluation: Disclosure among all employees. Defined three objectives in
relation to measures:
Employees Satisfaction ≥ 70% with evaluation scheduled for December
2013
Complaints≤ 2 with quarterly evaluation
Response to requests ≥ 70% with quarterly evaluation
Goal Achievement: Fulfilled.

69
Enquadramento
2013 Projects

Projects and Initiatives 2013
Gender Equality Plan
• Monitoring and Evaluation of the GE
Plan of Dianova;
• Benchmark Implementation in other 6
Social Organizations.
Validation of the Competency Model at
Dianova
• Through its application to Directors and
Intermediate Managers.

Planning and Implementation of the Internal
Training Plan, with particular focus in the
areas of Gender Equality, Quality, Hygiene and
Safety in the Workplace and Teambuilding.
Evaluation of Attitudes and Behaviours for all
employees who are not yet covered by the Dianova
Competency Model, including technical, operational
and administrative staff.

In order to strengthen the identification with
the Mission, Vision and Values of the
Association, and consequently with the
Organizational Culture, will be implemented
some initiatives among employees.
Certification as Family Responsible Entity | EFR
Social Economy, and its indicators monitoring.

73
Enquadramento
Reports Produced

Reports Produced
Annualy, the People Management Area, as the other operational
Units:
Prepares an Activity Report of the past year
Prepares an Action Plan for the folowing year.

Reports Produced
Activity Report
Activity Report of the People Management Area
Begining of the year:
Technical Management (Key Procedures)
Administrative Management
Quality Management

Reports Produced
Action Plan
Action Plan of the People Management Area
End of the year:
Projects and Initiatives PMA;
Scheduke of Activities;
Indicators Monitoring.

77
At Dianova, each person has its
own part: his/her own!
Dianova,
it’s all of us.

78
Accept
Errors
Enjoy
In Conclusion
Simplicity
in Complexity
Orientation
Learning Risk.
Encourage
Inovation

Quinta das Lapas, 2565-517 Monte Redondo Torres Vedras Telf.: +351 261 312 300 Fax.: +351 261 312 322
E-mail: rui.martins@dianova.pt| Website: http://www.dianova.pt
www.dianova.pt www.formacao.dianova.pt
http://aprendercrescerconcretizar.wordpress.com
dianovaportugal
dianova-portugal
www.apoiopsicossocial.dianova.pt

Walking the talk management human capital dianova 2013

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