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Looking to consolidate its position as a company with long-term sustainable results, Klabin has invested in the training of its employees through structured programs of leadership and team development, functional training and climate management.
To promote continual development of leaders in the established competencies, as well as in the most advanced concepts and practices, the company implemented the Klabin Development Program (PKD), a project aimed at the company’s managers and coordinators.
The program started in 2004, when a Model of Leadership Competencies was defined, with the main goal of steering the preparation and development plans of the managers. The second phase, held between 2005 and 2006, focused on applying a Basic Program of Competency Development in order to promote alignment and establish a common language between the managers on the competencies identified in the first phase.
Still in 2006, a third phase was incorporated which consisted of building the Center for Follow-up of Executive Performance (CAPE) an integrated system of performance management which permits consolidation of competencies and renovation of leadership practices, by using tools such as Performance Analysis, Identification of Potential, Plan of Individual development (PDI), Census (inventory of education, experience and interests), identification of talents and potential successors.
The consolidation of the process, in 2009, consisted of introducing the Analysis Committees for detailed cross-referencing of information produced and stored in CAPE. The result of these analyses made it possible for the Human Resources team, in conjunction with directors and managers, to identify different levels of potential in the administration and recommend the necessary programs for individual and group development, as well possible movements of personnel.
In 2010, Klabin invested in a decisive step of the PKD, which resulted in building the Plans of Individual Development (PDI’s), with an emphasis on supplying necessary competencies to perform the function and preparing professionals to meet the growing strategic demands of the organization. The PDI takes into account personal interests, potentials and performance, as well as the demands and perspectives for access offered by Klabin. Emphasis is placed on self-management, with support from the company.
The PDI’s were established in consensus between managers and the Human Resources team and include actions which go beyond the traditional format of education – such as lectures and training – and provide outstanding learning opportunities in tune with the real needs for development of each manager, such as international exposure, job rotation, interfacing between areas, benchmarking, visits to customers and participation in projects.
Covers structured programs upon demand from any area and for all hierarchical levels. The purpose is to train professionals to achieve better results through the development of the behavioral aspects and management skills of people and teams.
In 2010, Klabin provided its employees with 6,886 training actions. Considering all hierarchical levels, there were 82,614 participations in training, representing an average of 42.07 hours per employee. The investment allocated to training and development came to R$ 4 million in the period, an amount 25% higher than the previous year.
In the sphere of work environment management, the Human Resources area has held three sessions of its survey of workplace satisfaction since 2002 and the results have revealed high rates of approval and employee pride in working at Klabin.