Celebrating 10 Years at BM&FBOVESPA
Recognition and career
G4-LA11
Lojas Renner aims to guide, develop, identify and retain talent. For this, it
provides opportunities for all employees to be in control of their careers
and their development, valuing and recognizing those who demonstrate
excellent performance. Therefore, it offers the same path and opportunities
for all, according to meritocracy and without discrimination or favoritism.
Training of Youcom's employees in outside environment
MAIN PROGRAMS OFFERED
•WELCOMING (Lojas Renner S.A.)
receives new employees and disse-
minates corporate foundations, stra-
tegic guidelines, institutional policies
and people management practices in
order to promote their acculturation.
•LEADERSHIP training focused on
leadership development - Renner
and Camicado - covering technical
and behavioral issues, strengthening
the practices of people management
and corporate culture.
•CHANGE MANAGEMENT PROGRAM
set of actions aimed at raising aware-
ness and preparing leaders and de-
velopers for large projects that bring
significant changes to the Company.
TRAINEE PROGRAM seeks to develop skills
in professionals with a leadership profile in a
management level and a middle leadership
level within Renner. In 2015, 227 trainees were
trained, 93% vacancies filled by internal talent.
⚫RENNER'S MAGIC PROGRAM in its 24th edition,
it is offered to all of Renner's employees in
order to disseminate the culture and business
strategy. In Camicado, the Magic Program is
also held annually, in line with its business
strategy.
•SELF-DEVELOPMENT ONLINE COURSES in a
modern virtual learning environment, Renner
offers a portfolio of online courses with
tailored content to ensure the development of
employees regarding processes, systems and
self-development courses.
CAREER RECOGNITION
an
Employees are encouraged to plan
their careers, identifying their areas of
professional interest, with the guidance
and direction of their managers.
The skills assessment is
important tool to periodically
monitor this development,
and all Renner's employees
participate in this process.
EMPLOYEES' ASSESSMENT
100% of Renner's employees go through
the following performance assessments:
LEADERSHIP: leaders are assessed annually with the
participation of the Calibration Committee, the Board, their
immediate superiors and a HR representative.
In order to stay even more aligned to the culture and challenges of
the business, we have reformulated our Leadership Assessment in
2015, with a competency model that brings the behaviors and skills
that will enable the growth of leaders, maintaining the Company's
cultural essence in an accelerated expansion process. Also, the
model is aligned with best market practices, and concepts and
descriptive skills are linked to the Company's strategic objectives
and the new business model.
Finally, the assessment allows for a greater visibility
of careers, employees' development and succession
process, covering not only the management level, but
all leadership levels (coordinators and supervisors),
best defining their management responsibilities.
OTHER EMPLOYEES: twice a year,
employees perform the 3600
assessment, a tool that allows
the monitoring of the degree of
contribution of each employee to
the business - according to attitudes
and skills defined for their positions -
through the point of view of different
assessors (superior, peers, self-
assessment and internal customers),
consolidated into a single tool.
LEADERSHIP SUCCESSION PLAN
Created in 2007, the Succession Plan ensures the preparation
of leaders to follow the Company's expansion plan.
Performance evaluations based on leadership competencies
with behavioral focus, consistent results and specific criteria,
identify high potential executives.
Through this program, Lojas Renner has mapped the possible
successors for each executive position and the time and action
plan needed for these professionals to take on new positions.
The development activities are planned with the executives
and their managers who rely on the support of a professional
from the People & Development department for the structuring
and monitoring of a IDP (Individual Development Plan).
In 2013 and 2014, the improvements implemented
contemplated new criteria for the potential identification and
evaluation of the level of readiness for the succession and the
identification of key positions, that is, positions with strategic
impact or that require a high level of expertise.
The identification of the key positions allows the focus on accelerating
the readiness of these successors, as well as working on the
development, performance and retention of professionals who occupy
such positions. Key positions are: Directors, General Managers, Senior
Managers (Purchasing and Stores). In 2015, the mapping methodology
of high potential employees and successors was deployed to all levels
of leadership, and all results pertaining to succession results are
shown annually in the Succession Committee of the Board.
For 2016, improvements will be implemented throughout the
Career Cycle, such as the use of a questionnaire with criterias to
evaluate professionals potential. The combination results between
performance and potential of each professional will be seen in a
matrix called Nine Box, highly used tool for career management and
development. This tool will facilitate the recognition, development
and movement decisions regarding the professional's career.
EMPLOYEE
Career
development
cycle
CAREER
DEVELOPMENT
Lojas Renner guides, develops,
identify, retain talent and
encourages the career
development of its employees
based on two paths:
Horizontal for technical
employees and specialists.
• Vertical for employees with
leadership profile.
JOB DESCRIPTION
Employees have the
job description - with
its mission and the
requirements and
responsibilities required
- so that they understand
what is expected when
performing their tasks.
COMPENSATION BY SKILLS
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