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People Development Project - DISUGaps Report
2
People Development Project
Methodology
Demographic Profile
Analytical Tool
Competences Analysis
Gaps Report Highlights
Findings
AGENDA
Next Steps
3
People Development Project
Methodology
Demographic Profile
Analytical Tool
Competences Analysis
Gaps Report Highlights
Findings
AGENDA
Next Steps
4
4
02/may02/may Q4 2011/2012Q4 2011/2012
1 2 3 4 5
6
External Benchmarking Assessment
Of DISU team
Report of the Gaps identified
C&S Committee leveling and Action Plan for Development
Implementation
Implementation: sustain the People Development together with VALER portfolio
17/jun17/jun 12/aug12/aug 16/sep 16/sep
ProjectScheduleProjectSchedule
Phases 1 to 4 supported by a consultancy
Macro schedule and process flow
30/sep 30/sep
01/jun01/jun 15/Aug 15/Aug 30/Sep 30/Sep Evaluators Selection and 360º Evaluators Selection and 360º C&S CommiteesC&S CommiteesC&SScheduleC&SSchedule
Review DISU Competence
Matrix
Area Development Plan Update (training portfolio)Key positions identification and career path definition
PEOPLE DEVELOPMENT PROJECTTrocar para fluxo atualizado
Trocar para fluxo atualizado
5
People Development Project
Methodology
Demographic Profile
Analytical Tool
Competences Analysis
Gaps Report Highlights
Findings
AGENDA
Next Steps
6
METHODOLOGY
After the preliminary stages of the project (interviews and benchmarks), it was applied an assessment to managers and directors to identify the knowledge point importance level dedicated to 13 different functions on DISU and the desirable proficiency level of each knowledge point
Assessment Fulfillment Status
» Competence
Competence DescriptionEmployee Name Level
1
2
3
4
5
Relevant comments related to you assessment
“to apply” - level required to deliver specific outcomes as expected and/or with good outcomes
“to exceed” - level required to deliver specific outcomes with exceeded and/or outstanding results
“to teach/adapt" - advanced level required to teach, mentor, develop, innovate and/or adapt
Manager Assessment
Proficiency Level
Choose your proficiency level according to the descriptions below
This stage is to assess your proficiency level in the respective job position.
Then select from 1 to 5 the Proficiency Level in every skill (observe the levels in the model below), according to your job position.
At the right of this page, there are fields dedicated to the managers/directors. In these fields, they must assess their respective team workers proficiency.
Finally, if you consider necessary, register your comments and suggestions in the free fields of each competence assessed.
In these fields, the managers/directors (only) must assess their team employees
proficiency level
In these fields, the managers/directors (only)
must select their team employees to be assessed
"to learn or to support" - level of people in new jobs without previously experience or for people supporting others requiring high level of supervision
“to understand” - level required for people supporting with low level of supervision
Beginning
Competence Assessment
Assessment Summary
0%
0% 25% 50% 75% 100%
Submit
Importance Level Assessment
Director and General Manager
Area Manager
Managerial
Staff
Positions
7
METHODOLOGY
The 13 DISU functions were defined according to each directorship assignments and tasks. It was also created 2 extra functions – communication and infrastructure – that have only cross knowledge points evaluated
•Purchase Category Team (DISP): responsible for managing of supply areas of goods strategic categories for projects implementation
•Purchase Project Team (DISP): responsible for managing global supply portfolios of strategic categories projects
•Business Development & Innovation (DIDS): responsible for managing all worldwide activities related to business development, innovation and suppliers portfolio management for all DISU global strategic categories
•Category Planning & Intelligence (DIDS): responsible for managing the planning activities of supply of projects and operations strategic categories
•Strategic Planning (DIDS): responsible for managing all worldwide activities related to the globalization of procurement processes
•Procurement Management (DIDS): responsible for coordinating the administrative activities of Supply Department
8
METHODOLOGY
•Regional DIDS (DIDS): responsible for all processes, controls, compliance and implementation of DISU management systems in North America, EMEA and Asia Pacific
•SRM & Logistics (DIDS): responsible for managing all global activities related to logistics, stoks and importation of all strategic global categories
•Global Categories (DISO): responsible for planning, execution and control of activities related to strategic suplly of OPEX global categories such as fuel and mining and logistics aftermarket categories
•Regional Categories (DISO): xxxxxxx•Contract Management (DISO): responsible for managing supply chain strategic categories in its own
action area•Planning DISO (DISO): responsible to support DISO management, considering planning and DISO’s
specific goals•Operational Intelligence (DISO): responsible to support PMO of annual Business Plan actions, lead
special projects and incorporate and adress activities related to DISO spot purchase
9
METHODOLOGY
The following assessment stage was the answers consolidation and the creation of two new assessments (self-assessment and manager assessment). The self-assessments were dedicated to all DISU job positions (except Director-L4) and the manager assessment to managerial positions (L2 to L4)
Manager Assessment Self-Assessment
All job positions,
except Director (L4)
10
METHODOLOGY
At last, all evaluated assessments were compiled, creating a data base which helps to analyse every DISU function needs and gaps
Importance and Proficiency
Level
Manager Assessment
Self Assessment
Assessments
Data Base Reports
11
People Development Project
Methodology
Demographic Profile
Analytical Tool
Competences Analysis
Gaps Report Highlights
Findings
AGENDA
Next Steps
12
DEMOGRAPHIC PROFILE
All four DISU directorships were represented on the assessments evaluation, in a total of 275 respondents from 289 employees
13
DEMOGRAPHIC PROFILE
• Self-assessment by Directorship
There was a great support of the respondents to self-assessment, making the analysis representative. As observed, all directorships have over 90% compliance rate
Self-assessment by DirectorshipDirectorship Answer Total % Answer
DIDS 57 57 100%DISA 20 21 95%DISO 84 91 92%DISP 110 114 96%Total 271 283 96%
0%
20%
40%
60%
80%
100%
DIDS DISA DISO DISP Total
100% 95% 92% 96% 96%
20/09
14
DEMOGRAPHIC PROFILE
• Self-assessment by Position
The ratings from self-assessment by job position also were higher than expected. The amount of responses makes the analysis more reliable
Self-assessment by PositionPosition Answer Total % Answer
L3 12 13 92%L2 41 41 100%Specialist 23 24 96%Master 49 52 94%Senior 92 94 98%Full 39 41 95%Junior 15 18 83%Total 271 283 96% 0%
20%
40%
60%
80%
100% 92%100% 96% 94% 98% 95%
83%
96%
15
DEMOGRAPHIC PROFILE
• Manager Assessment by Position
The ratings from managers assessment by job position are up to expectations, except the director (L4) adherence. Most of General Managers (L3) have been assessed by manager assessment, which makes the evaluation adherent
Manager Assessment by PositionPosition Answer Total % Answer
L4 2 4 50%L3 12 13 92%L2 40 40 100%Master 1 1 100%Senior 2 2 100%Total 57 60 95%
0%
20%
40%
60%
80%
100%
L4 L3 L2 Master Senior Total
50%
92%100% 100% 100%
95%
Jucifabio é master
16
People Development Project
Methodology
Demographic Profile
Analytical Tool
Competences Analysis
Gaps Report Highlights
Findings
AGENDA
Next Steps
17
ANALYTICAL TOOL
An analytical tool was developed to support the competences analysis in several types of activities, functions and job positions. The tool consists of an Excel file with dashboards which are able to be handled by DISU managers and directors
Importance Level Proficiency Level
Importance Level X Proficiency Level Gaps
Competence AnalysisCompetences PlanningRankings
Menu
Competence Ranking Gap - Function
People Development Project
Competence Ranking Importance Level
Competence Ranking Current Level
Respondents Base
Competences
by Hierarchical Position
by Function
by Job Position
by Function
By Position By Function
Graphical Analysis by Function
Competences Matrix
18
ANALYTICAL TOOL
Each button direct you to a particular dashboard. The highlighted buttons refer to Competences Planning Ranking, by gap and function, importance level and current proficiency level, beside the respondents base
Importance Level Proficiency Level
Importance Level X Proficiency Level Gaps
Competence AnalysisCompetences PlanningRankings
Menu
Competence Ranking Gap - Function
People Development Project
Competence Ranking Importance Level
Competence Ranking Current Level
Respondents Base
Competences
by Hierarchical Position
by Function
by Job Position
by Function
By Position By Function
Graphical Analysis by Function
Competences Matrix
Competences PlanningRankings
Competence Ranking Gap - Function
Competence Ranking Importance Level
Competence Ranking Current Level
Respondents Base
Aumentar as figuras. Arrumar “besides”.Aumentar as figuras. Arrumar “besides”.
19
ANALYTICAL TOOL
These highlighted buttons direct you to the competences matrix and its descriptions, which knowledge points are dedicated to the respective functions (Competences button) and graphical analysis by function and individual chart analysis
Importance Level Proficiency Level
Importance Level X Proficiency Level Gaps
Competence AnalysisCompetences PlanningRankings
Menu
Competence Ranking Gap - Function
People Development Project
Competence Ranking Importance Level
Competence Ranking Current Level
Respondents Base
Competences
by Hierarchical Position
by Function
by Job Position
by Function
By Position By Function
Graphical Analysis by Function
Competences Matrix
Competence Analysis
Competences
Graphical Analysis by Function
Competences Matrix
20
ANALYTICAL TOOL
These highlighted buttons refer to Importance Level, Proficiency Level and Importance Level X Proficiency Level Gaps dashboards by function and job position
Importance Level Proficiency Level
Importance Level X Proficiency Level Gaps
Competence AnalysisCompetences PlanningRankings
Menu
Competence Ranking Gap - Function
People Development Project
Competence Ranking Importance Level
Competence Ranking Current Level
Respondents Base
Competences
by Hierarchical Position
by Function
by Job Position
by Function
By Position By Function
Graphical Analysis by Function
Competences Matrix
Importance Level Proficiency Level
Importance Level X Proficiency Level Gaps
by Hierarchical Position
by Function
by Job Position
by Function
By Position By Function
21
People Development Project
Methodology
Demographic Profile
Analytical Tool
Competences Analysis
Gaps Report Highlights
Findings
AGENDA
Next Steps
22
COMPETENCES ANALYSIS
• Competence Ranking: Gap - Function
The panel allows to identify the main gaps of each knowledge point, its desirable level by function and position, moreover the weighed current level
The table allows to identify the main gaps of each competence, its desirable level by function and position, moreover the weighed current level
Competence Current Level Desirable Level Gap
50% 50%
WeighingSelf-Assessment Manager Assessment
Competence Ranking - Gap by Function
Hierarchical Level
Job Position
Function
Competence Ranking Menu
Filters
23
COMPETENCES ANALYSIS
• Competence Ranking: Importance Level
The panel allows to identify the main knowledge point ranked by importance level by function and hierarchical level
The table allows to identify the main competences ranked by importance level by function and hierarchical level
Competence Importance Level
Competence Ranking - Importance Level
Hierarchical Level
Function
Competence Ranking Menu
Filters
24
COMPETENCES ANALYSIS
• Competence Ranking: Current Proficiency Level
The table allows to identify the weighed current level of each knowledge point
The table allows to identify the weighed current level of each competence
Competence Current Level
50% 50%Self-Assessment Manager Assessment
Hierarchical Level
Competence Ranking - Current Proficiency Level
Function
Job Position
Weighing
Competence Ranking Menu
Filters
25
COMPETENCES ANALYSIS
• Respondents Base
This table contents the employees respondent list classified by name and marked according the self-assessment and team assessment
This table contents the employees respondent list classified by name and marked according the self-assessment and team assessment
Name Job Position Directorship Function Self TeamAaron Pereira Cabral Dos Santos Full DISO Global Categories X X
Achmadi Rais Master DISA Regional Category X XAdriano de Paiva Almeida Master DISP Purchase Category Team X X
Adriano Pereira De Oliveira Area Manager (L2) DISP Purchase Category Team X XAdriano Senna Master DISO Global Categories X X
Agnaldo Rodrigues Rocha Senior DISP Purchase Project Team X XAlberto Cordeiro Moreira Full DISP Purchase Category Team X X
Alessandra Matino Master DISP Purchase Category Team X XAlessandra Santos Catermol Full DISP Purchase Project Team X X
Alexander Kuhlmann Area Manager (L2) DISO Global Categories X XAlexandre Grinberg Area Manager (L2) DISO Global Categories X X
Alexandre Lyra Couto De Souza Area Manager (L2) DISO Global Categories X XAlexandre Moraes Mota Lima Junior DISO Global Categories X
Alisson Araujo de Oliveira Master DISO Global Categories X XAna Flavia Rodrigues Correia Senior DISP Purchase Project Team X X
Ana Paula David Tourinho Senior DISO Global Categories X XAna Paula Leopoldino Da Silva Junior DIDS Procurement Management X X
Anderson dos Santos Dias Ferreira Senior DIDS Strategic Planning X XAndi Marwiah Nur Junior DISA Regional Category X
Andre Atem Francischetti Master DISO Global Categories X XAndre de Souza Amaral Specialist DISP Purchase Category Team X X
Andre Goncalves Drolhe da Costa Senior DIDS Infrastructure X XAndre Gustavo Martins Ramos Senior DISO Regional Category X
Respondents Base Menu
26
COMPETENCES ANALYSIS
• Graphical Analysis: by Function
In this chart it is able to compare and identify the weighed gaps of each job position by knowledge point
In this chart it is able to compare and identify the weighed gaps of each job position by competence
50% 50%Self-Assessment Manager Assessment
Competence
Proactivity
FunctionCategory Planning & Intelligence
Function: Category Planning & Intelligence
Competence: Proactivity
Weighing
Competence Analysis Menu
by Function
0
1
2
3
4
5
General Manager
(L3)
Area Manager
(L2)
Specialist Master Senior Full Junior
2,5
4,5
3,8 3,73,3 3,3
2,5
4,0 4,0
3,0 3,0 3,0 3,0
2,0Current
Desirable
Example
27
COMPETENCES ANALYSIS
• Graphical Analysis: Individual
In this chart it is able to compare and identify the weighed gaps of an employee by knowledge point
In this chart it is able to compare and identify the weighed gaps of an employee by competence
50% 50%
Gustavo Laneuville Nunes
Hierarchical Level
Knowledge Management
FunctionProcurement Management
Job Position
Competence
Employee
Staff Senior
WeighingSelf-Assessment Manager Assessment
Function: Procurement Management
Competence: Knowledge Management
by Employee
0
1
2
3
4
5
Desirable Self-Assessment Manager Assessment
Employee's Assessment (Weighed)
Senior (Weighed)
2,0
3,0 3,0 3,0
3,8
Example
Competence Analysis Menu
28
COMPETENCES ANALYSIS
• Graphical Analysis: Individual
In these charts it is able to compare the self-assessment, team assessment and proficiency level of all knowledge point by employee
Competence Analysis Menu
In these charts it is able to compare the self-assessment, team assessment and proficiency level of all competences by employee
Labels:
Self-Assessment
Manager Assessment
Desired Level
Competences Index
123456789
1011121314
Staff Specialist
EmployeeErika Zucareli Rosa
Time Management AbilityJudgement and Decision MakingProactivity
FunctionStrategic Planning
Hierarchical Level Job Position
Conflict Management TechniquesChange ManagementStakeholders ManagementKnowledge ManagementIntercultural ExpertiseInnovation/CreativityEthicsHealth, Safety and Environmental ManagementSocial ResponsibilityComprehension of Vale BusinessCorporate Governance
Individual
0
1
2
3
4
5
1 2 3 4 5 6 7 8 9 10 11 12 13
Competences
Example
29
COMPETENCES ANALYSIS
• Competences Matrix
All 52 knowledge point matrix described on the assessments can be seen on the tool, theirs descriptions and proficiency level
Competence Description1. to learn or to support - level of people in new jobs without
previously experience or for people supporting others requiring high level of supervision
2. to understand - level required for people supporting with low level of supervision
3. to apply - level required to deliver specific outcomes as expected and/or with good outcomes
4. to exceed - level required to deliver specific outcomes with exceeded and/or outstanding results
5. to teach/adapt - advanced level required to teach, mentor, develop, innovate and/or adapt
Time Management AbilityOptimize the use of time, setting goals and priority activities, create resources to avoid wasting time with inefficient activities.
Capable of, at most, identifying specific activities that need to be implemented for functional performance and realizes when they are being unproductive.
Able to identify specific activities that need to be implemented in the function performance, avoids procrastination of tasks, realizes when unproductive and prioritizes tasks.
Can identify specific activities that need to be executed, estimate the time required to complete each individual task, analyzes the sequences of tasks, their dependencies and required resources so as to create a schedule, avoids the procrastination of tasks, realizes when being unproductive and prioritizes tasks.
Can identify specific activities that need to be implemented for functional performance, estimates the type and quantity of resources required for implementation in each activity, estimates the time required to complete each individual task, analizes the sequences of tasks, their dependencies and resources required to create a schedule, controls changes made in activities, avoids procrastination of tasks, realizes when unproductive, and prioritizes tasks.
Can identify specific activities that need to be implemented for functional performance, identifies and documents the dependencies among activities, estimates the type and quantity of resources required for implementation of each activity, estimates the time required for completion of each individual task, analizes the sequences of tasks, their dependencies and resources required to create a schedule, controls changes made in activities, avoids procrastination of tasks, realizes when unproductive, prioritizes tasks and sets up in advance the activities' achievements.
Judgement and Decision MakingEvaluate different alternatives and choose among them, a line of action. Makes impulse decisions. Makes decisions based solely on information he receives. Evaluates all the variables and scenarios before making a decision. Knows and applies some techniques for structuring the decision process.
Makes structured decisions and considers the heuristics (availability heuristic, representativeness heuristic, heuristic ripple effect etc.). and biases in decision making.
Proactivity
Assume responsibility, identifiesing and acting on a front action, outlining the steps to be followed and which results should be obtained.
Disclaims responsibility, performs only those functions delegated to do and does not care to anticipate the needs of the company.
Operates without supervision in daily situations. Proposes and carries on daily actions without relying on others' requests or instructions.
Acts with determination and persistence when facing difficulties. Confronts obstacles with determination and persistence to overcome them. Does not easily surrender when facing difficulties. Actively seek opportunities for change.
Identifies opportunities that are not obvious to others and act actively and timely to take advantage for the benefit of the business. Values the behavior of planning and execution of ideas, persistence, non-accommodation and anticipation. Actively seek opportunities for change.
Has attitudes to face constant problems. Identifies opportunities that are not obvious to others and act actively and timely to take advantage for the benefit of the business. Values and encourages behaviors planning and execution of ideas, persistence, non-accommodation and anticipation. Actively seek opportunities for change.
Conflict Management TechniquesAptly works to promote cooperation, transparency and trust among professionals.
Does not intervene in conflicts or pays little attention to existing conflicts in the work team.
Unble to identifies the cause-problem of the conflict, open to criticism, little control of emotions, statements are not transparent and does not maintain neutrality in discussions.
Capable of identifiesing the cause-problem of the conflict, looks for a solution, accepts criticism, avoids prejudices or stereotypes, controls emotions, and is transparent when making statements, but does not maintain neutrality in discussions.
Identifies the cause-problem of the conflict, searches for a solution, maintains a respectable climate, open to criticism, avoids prejudices or stereotypes, acknowledges errors, controls emotions, is transparent, and seen as a good mediator in conflicts.
Capable of identifiesing the cause-problem of the conflict, evaluates the best resolution technique to be applied (withdrawal, collaboration, power, appeasement, negotiation), searches for a solution, maintains a respectable climate, open to criticism, avoids prejudices or stereotypes, acknowledges errors, controls emotions, is transparent and seen as a good mediator in conflicts.
Change ManagementKnow how to manage the constant adaptation of contemporary organizations, processes and steps.
Unable to manage the resistance arising from habits, personal interests, uncertainty, lack of confidence in the source, different perceptions, etc.
Able to manage the resistance arising from habits, personal interests, uncertainty, lack of confidence in the source, different perceptions, etc.
Able to identify changes, implement, execute monitorsing and evaluation. Manages resistance derived from habits, personal interests, uncertainty, lack of confidence in the source, different perceptions, etc.
Able to dentify changes, implement, execute monitorsing and evaluation. Manages resistance derived from habits, personal interests, uncertainty, lack of confidence in the source, different perceptions, etc. Identifies the different types of existing profiles with regard to learning and acceptance of change, developing specific practices to promote the acceptance of change.
Able to identify changes, implement, execute monitorsing and evaluation. Manages changes effectively in its various aspects: strategical, structural, process-oriented and people-centered, that all employees work toward the successful achievement of their goals, avoiding reduction of productivity, human resources loss and adverse impacts on customers. Manages resistance derived from habits, personal interests, uncertainty, lack of confidence in the source, different perceptions, etc. Identifies the different types of existing profiles with regard of learning and acceptance of change, developing specific practices to promote the acceptance of change.
Stakeholders ManagementManage the relationship and communication between the company and its stakeholders.
Unable to identity the stakeholders.Able to identify people, businesses, organizations and groups who work directly with their area, whether internal or external.
Spreads knowledge and relationships with stakeholders, considering partnerships, interactions, alliances, learning, to develop the company internally and to the market.
Spreads knowledge and relationships with stakeholders, considering partnerships, interactions, alliances, learning, to develop the company internally and to the market. Manages the network with stakeholders in l ine with social responsibility, business ethics and strategies preached by Vale, promoting the information flow and integration with the supply chain.
Spreads knowledge and relationships with stakeholders, considering partnerships, interactions, alliances, learning, to develop the company internally and to the market. Manages the network with stakeholders in l ine with social responsibility, business ethics and strategies preached by Vale, promoting the information flow and integration with the supply chain, add to their ability to attract potential talent, integrate processes and value chain, based on defined strategies.
Knowledge Management
Develop ways for the dissemination of knowledge among employees, creating knowledge and value to the organization. In other words, digitalize, capture and leverage existing intellectual material. Develop talents and explore their potential in the dissemination and application of informations.
Limited access to information. Not Able to identify the company's intellectual capital, nor able to develop the professional and personal productivity of the staff involved.
Provides access to some information, either top-down or bottom-up and prize for l ifelong learning. Discovers intellectual capital existing in the work force, protects this intellectual capital, but does not generate new revenue through re-use. Not able to develop professional and personal productivity of those involved.
Provides access to information, whether top-down or bottom-up prizes for lifelong learning. Accelerates the generation of new knowledge for competitive value, discovers the intellectual capital existing in the work force, protect this intellectual capital by retaining it in the systems and standards used in the department (PKM, GPC, PROs, etc.) and in the company, but does not generate new revenue through re-use. Pursues the recognition of notable intellectual employees, but is not able to develop professional and personal productivity of those who are involved.
Provides access to information, whether top-down or bottom-up prizes for lifelong learning. Accelerates the generation of new knowledge for competitive value, discovers the intellectual capital existing in the work force, protect this intellectual capital by retaining it in the systems and standards used in the department (PKM, GPC, PROs, etc.) and in the company, but does not generate new revenue through re-use. Pursues the recognition of notable intellectual employees and is able to develop professional and personal productivity of those who are involved.
Provides access to information, whether top-down or bottom-up prizes for lifelong learning. Accelerates the generation of new knowledge for competitive value, discovers the intellectual capital existing in the work force, protect this intellectual capital by retaining it in the systems and standards used in the department (PKM, GPC, PROs, etc.) and in the company, but does not generate new revenue through re-use. Pursues the recognition of notable intellectual employees and is able to develop professional and personal productivity of those who are involved. Concatenates the knowledge generated by the company with market outlook and other external stakeholders (suppliers, partners, universities, clients, etc.)
Intercultural Expertise Understanding the different cultural aspects and deal with different attitudes and habits.
Is not fluent in a foreign language and not flexible enough to interact with different cultures and understand their habits and cultural aspects.
Does not have fluency and proficiency in foreign languages, but able to integrate different perspectives in a dialectical process. Sensitive to realize how should impose the way of thinking and values facing of the culture which you are inserted, but not always suited to different cultures, its values , behaviors and expectations.
Fluent and proficient in foreign languages and able to integrate different perspectives in a dialectical process. Sensitive to realize how they should impose the way of thinking and values facing the culture which they are inserted, but not ever suited to different cultures, their values , behaviors and expectations.
Has fluency and proficiency in foreign languages and able to integrate different perspectives in a dialectical process. Sensitive to realize how they should impose their way of thinking and values facing the culture which they are inserted, but also adjust to different cultures, their values , behaviors and expectations.
Fluent and proficient in foreign languages, student or professional international experience desirable and able to integrate different perspectives in a dialectical process. Sensitive to realize how should impose the way of thinking and values facing the culture which they are inserted, but also adjust to different cultures, their values , behaviors and expectations.
Innovation/CreativityUtilization of innovation and creativity techniques to generate ideas that add value to the company.
Little creative, not generating significant improvements.Thinks in improvements on products (goods or service), work processes or practice of relationship between people, groups or organizations, reporting the ideas to the responsible people.
Thinks and implements improvements in products (goods or service), work processes or practice of relationship between people, groups or organizations. Partially contributes to the organizational atmosphere and culture, to promote innovation.
Thinks and implements improvements in products (goods or service), work processes or practice of relationship between people, groups or organizations. Uses techniques such as brainstorming, Story Boarding, Lotus Blossom, checklists and Morphological Analysis to promote new ideas in the area. Contributes actively to the organizational atmosphere and culture, to promote innovation.
Thinks and implements improvements in products (goods or service), work processes or practice of relationship between people, groups or organizations. Uses techniques such as brainstorming, Story Boarding, Lotus Blossom, checklists and Morphological Analysis to promote new ideas in the area. Uses advanced techniques such as process mapping, analysis models and computational representation in order to identify opportunities for innovation. Contributes actively to the organizational atmosphere and culture, to promote innovation.
EthicsMake daily decisions based on ethical and moral values , generating confidence and trust on activities conduction.
Comprehends the concept of ethics in society.Knows the concepts of business ethics and professional ethics and their importances. Knows the fundamental principles of Vale's Ethical Code of Conduct.
Knows the fundamental principles of Vale's Ethical Code of Conduct and from suppliers, its rules and the implications of infringing them.
Knows the fundamental principles of Vale's Ethical Code of Conduct and from suppliers, its rules and the implications of infringing them. Strives to enrich the code, comparing it with other companies.
Health, Safety and Environmental Management
Think the company's activities in order to cause the least environmental impact. Manage Health and Safety by meeting the relevant requirements and with the support of skilled professionals, to preserve life, to ensure the best working conditions and prevent accidents and illnesses.
Understands the concepts of accidents' preventive actions or occupational diseases, beside the environmental management techniques.
Knows the concepts of health, safety and environment management of the company and the Sustainable Development Policy. Values preventive measures for accidents or il lnesses.
Knows and diffuses the concepts of health, safety and environment management of the company and the Sustainable Development Policy. Values preventive measures for accidents or il lnesses.
Knows and diffuses the concepts of health, safety and environment management of the company and the Sustainable Development Policy. Values preventive measures for accidents or il lnesses. Has knowledge of best practices and techniques in compliance with legislation and internal (VALE) regulations of Health, Safety and Environment.
Knows and diffuses the concepts of health, safety and environment management of the company and the Sustainable Development Policy. Values preventive measures for accidents or il lnesses. Has knowledge of best practices and techniques in compliance with legislation and internal (VALE) regulations of Health, Safety and Environment.Lead collaborative initiatives to promote the company's practices of Health, Safety and Environment.
Competences Matrix
Menu
Arrumar o texto. Tabela está muito pequena. Deixar talvez como as outras, titulo maior e cortando em poucas linhas.
Arrumar o texto. Tabela está muito pequena. Deixar talvez como as outras, titulo maior e cortando em poucas linhas.
30
COMPETENCES ANALYSIS
• Competences
This table shows which knowledge point are applied to each function
This table shows which competences are applied to each function
Description Business Development & Innovation
Category Planning & Intelligence
Communication Contract Management Global Categories Infrastructure Logistics & SRM
Logistics & SRM+Business
Development & Innovation
Operational Intelligence
Planning DISOProcurement Management
Purchase Category Team Purchase Project Team Regional Category Regional DIDS Regional DIDS AU/NC/IND
Strategic Planning
Uses electronic methods in every stage of the buying process,from request to payment, added to
the company´s management systems.x x x x x
Ability to use control techniques and analysis of spending to identify opportunities for leveraging in
the generation of value / savings by reducing procurement costs.
x x x x x x x x x x
Knows legal instruments for conducting international trade activities. Knows all the stages
of the import and export process. Knows the customs rules and all necessary procedures to
release company's materials from the responsible organs (such as the Internal Revenue Service). Knows the procedures for obtaining an import
license and the import declaration from the relevant systems (such as the SISCOMEX in Brazil).
x x x x x x x x x x x
Ability to express and convey ideas to a public audience. Knows the native language, verbal and
written, accurately, clearly and objectively, informative texts and technical documents for customers and/or suppliers. Learn to express
yourself clearly through visual elements.
x x x x x x x x x x x x x x x x x
Communicates in foreign languages x x x x x x x x x x x x x x x x xApplies concepts of Statistics Probability Theory. x x x x x x
Comprehends and applies the principles of managerial accounting. Evaluates and creates
indexes and analyzes financial statements.x x x x x x x x x x x
Knows aspects of equivalence and methods of financial selecting, elements of asset valuation and
monitorsing and preparation of financial indicators.
x x x x x x x x x x x x x
Knows the materials and services supply company's manual and its procurement
procedures.x x x x x x x x x x x x x x x
Knows the different contracting modalities, its methodologies and applicability in the face of
laws.x x x x x x x x x x x x x
Manages all phases of the contract preparation and negotiation and evaluate its issue. Plan and
monitors contracts and their implementation.
x x x x x x x x x x x
Develops spreadsheets using Microsoft Excel and manages databases by using Microsoft Access.
x x x x x x x x x x x x x x x x xAligns the company´s capabilities of supplying,
production and distribution with market demand in a certain period of time. Comprehends the
methodologies apllied to collaborative demand planning, aiming higher precision in planning and
partnerships in unforeseen circumstances.
x x x x
Manages the informations and materials flow between the links that make up the supply chain.
Comprehends the main steps related to the materials reverse flow. identifies key customers and manage political relationships. Identifies the needs to develop new suppliers for a particular material or a set of materials. Knows the different ways of
establishing and maintaining alliances and partnerships.
x x x x x x x x x
Applies set of rules, tactics, and recommendations for negotiation.
x x x x x x x x x x x x x x xCompares prices quoted by suppliers with external
references and individual analysis of each cost element (material, manpower, factory overhead,
administrative expenses and profit) that compose the final price. Knows and apply techniques of
formations and calculation of costs involved in the acquisition process.
x x x x x x x x x x x x x
Ability to analyze the entire cost chain of a material or service throughout its useful cycle:
creation and development, planning, procurement of inputs, processing, utilization, maintenance and
disposal.
x x x x x x x x x x
Develops and manages budget expenditures and investments, through the deployment of guidelines
and goals from the board, to ensure its implementation as planned. Knows the different techniques of cost allocation. Comprehends and
searches for reducing production costs.
x x x x x x x x x x x x x x x
Plans objectives, actions, strategies and policies in a specific area - by the deployment of strategic
planning - to support the achievement of goals.x x x x x x x x x x x x x x
Plans, specifies and follows the activities and resources involved in a project, through the
application of specific techniques, to ensure that the product or service is delivered on time, within
quality standards, budget and specifications.
x x x x x x x x x x
Evaluates and analyzes the impacts of possible risks involved in a project.
x x x x x x x x x x x x x x xRealizes the importance of indicators to the
business and the ability to conceive, design, and validate performance metrics.
x x x x x x x x x x x x x x x
ManagerHierarchical Level
Electronic Procurement
Techniques for value creation/savings leveraging through spending management and
procurement costs reduction.
Foreign Trade Legislation and Import and Export Process
Communication and Presentation Techniques
Capture and Critical Analysis of Demand
Supply Chain Management
Negotiation Techniques
Cost Composition
Total Cost of Ownership (TCO)
Analysis and Evaluation of Performance Indicators
Competences
Budget / Costs Control
Contracting Modalities
Project Management
Risk Management
Idioms
Contract Management
Utilization of the Office Pack to Data Analysis and Treatment
Competitive Analysis and Strategic Planning
Basic Statistics
Financial Demonstration Analysis Techniques
Financial Mathematics
Acquisition/Contracting Legal Documents Knowledge
Competences
Menu
Arrumar o texto. Tabela está muito pequena. Deixar talvez como as outras, titulo maior e cortando em poucas linhas.
Arrumar o texto. Tabela está muito pequena. Deixar talvez como as outras, titulo maior e cortando em poucas linhas.
31
COMPETENCES ANALYSIS
• Importance Level: by Hierarchical Position
This table allows to compare the knowledge point importance level by hierarchical level according the respectives functions
This table allows to compare the competences importance level by hierarchical level according the respectives functions
Manager Staff Manager StaffDISU Function
CompetenceTime Management Ability
Judgement and Decision MakingProactivity
Outsourcing ServiceCertification Knowledge
Innovation/CreativityEthics
Health, Safety and Environmental ManagementSocial Responsibility
Comprehension of Vale Business
Technical Standardization
Conflict Management TechniquesChange Management
Stakeholders ManagementKnowledge Management
Corporate GovernanceKnowledge of Methods of Market Intelligence
Market Orientation
Intercultural Expertise
Function
Importance Level by Hierarchical Position Menu
Filters
According toAccording to
32
COMPETENCES ANALYSIS
• Importance Level: by Function
This table allows to compare the knowledge point importance level in different functions
This table allows to compare the competences importance level in different functions
Function 1 Hierarchical Level
Function 2
DISU Function 1 Function 2Competence
Time Management AbilityJudgement and Decision Making
Stakeholders ManagementKnowledge Management
Intercultural Expertise
ProactivityConflict Management Techniques
Change Management
Social ResponsibilityComprehension of Vale Business
Corporate Governance
Innovation/CreativityEthics
Health, Safety and Environmental Management
Knowledge of Methods of Market IntelligenceMarket OrientationOutsourcing Service
Filters
Importance Level by Function Menu
33
COMPETENCES ANALYSIS
• Proficiency Level: by Job Position
On this panel it is able to compare weighed proficiency level in different job positions, including individual proficiency level
On this page it is able to compare weighed proficiency level in different job positions, including individual proficiency level
Self-Assessment Manager Assessment50% 50%
JP 1 JP2
JP1 JP2
N/A N/AN/A N/AN/A N/AN/A N/AN/A N/AN/A N/AN/A N/AN/A N/AN/A N/AN/A N/A
Weighing
Individual
Employee
Stakeholders ManagementKnowledge Management
Intercultural ExpertiseInnovation/Creativity
Ethics
Job Position
Function
Change Management
Competence
Time Management AbilityJudgement and Decision Making
ProactivityConflict Management Techniques
Proficiency Level by Job Position Menu
Filters
34
COMPETENCES ANALYSIS
• Proficiency Level: by Function
On this panel it is able to compare weighed proficiency level in different functions, including individual proficiency level
On this page it is able to compare weighed proficiency level in different functions, including individual proficiency level
Self-Assessment Manager Assessment
Function 1 50% 50%
Function 2
DISU Function 1 Function 2
3,6 N/A N/A3,4 N/A N/A3,6 N/A N/A3,6 N/A N/A3,2 N/A N/A3,4 N/A N/A3,2 N/A N/A3,5 N/A N/A3,2 N/A N/A4 N/A N/A
3,2 N/A N/A2,9 N/A N/A
Time Management AbilityJudgement and Decision Making
ProactivityConflict Management Techniques
Change Management
Function Individual
Competence Employee
Stakeholders ManagementKnowledge Management
Intercultural ExpertiseInnovation/Creativity
EthicsHealth, Safety and Environmental Management
Social Responsibility
Weighing
Proficiency Level by Function Menu
Filters
35
COMPETENCES ANALYSIS
• Importance Level X Gap: by Job Position
The chart describes the main knowledge point to be developed by job position, considering the highest gap and its importance level
The chart describes the main competences to be developed by job position, considering the highest gap and its importance level
50%
Importance Level Gap Quadrant
3,0 2,1 2
5,0 1,2 1
4,0 1,0 1
3,9 0,8 3
3,9 0,8 3
4,1 0,6 3
3,1 0,7 3
3,1 0,7 3
4,0 0,5 3
4,0 0,5 3
3,0 0,6 3
4,0 0,4 3
4,0 0,4 3
4,0 0,4 3
3,0 0,5 3
Electronic Procurement
Intercultural Expertise
Comprehension of Vale Business
Strategic Sourcing Methodology Knowledge
Foreign Trade Legislation and Import and Export Process
Supply Chain Management
Tax Legislation
Project Management
Communication and Presentation Techniques
Total Cost of Ownership (TCO)
50%
Stakeholders Management
Technical Standardization
Knowledge of Basic Contract Law and Insurance
Job PositionSpecialist
Competence
Budget / Costs Control
Capture and Critical Analysis of Demand
Manager AssessmentSelf-AssessmentWeighing
Importance Level X Gap - by Job Position Menu
Filters
0,0
1,0
2,0
3,0
4,0
1,0 3,0 5,0
Gap
Importance
Budget / Costs Control
Capture and Critical Analysis of Demand
Project Management
Communication and Presentation Techniques
Total Cost of Ownership (TCO)
Stakeholders Management
Technical Standardization
Knowledge of Basic Contract Law and Insurance
Supply Chain Management
Tax Legislation
12
34
36
COMPETENCES ANALYSIS
• Importance Level X Gap: by Function
The chart describes the main knowledge point to be developed by function, considering the highest gap and its importance level
The chart describes the main competences to be developed by function, considering the highest gap and its importance level
50%
Importance Level
Gap Quadrant
5,0 1,1 1
5,0 0,9 3
2,0 1,3 2
2,9 0,8 4
2,9 0,7 4
2,1 0,9 4
3,1 0,6 3
4,1 0,4 3
4,0 0,4 3
3,0 0,5 3
4,0 0,3 3
4,0 0,2 3
Technical Standardization
Electronic Procurement
Basic Statistics
Weighing Job PositionSelf-Assessment Manager Assessment Master
50%
Foreign Trade Legislation and Import and Export Process
Knowledge of Basic Contract Law and Insurance
Comprehension of Vale Business
Specifications for Materials, Equipment and Products Knowledge
Financial Demonstration Analysis Techniques
Function
Global Categories
Competence
Strategic Sourcing Methodology Knowledge
Cost Composition
Local Business Integration
Communication and Presentation Techniques
Importance Level X Gap - by Function Menu
Filters
0,0
1,0
2,0
3,0
4,0
1,0 3,0 5,0
Gap
Importance
Strategic Sourcing Methodology Knowledge
Cost Composition
Technical Standardization
Electronic Procurement
Basic Statistics
Foreign Trade Legislation and Import and Export Process
Knowledge of Basic Contract Law and Insurance
Comprehension of Vale Business
Specifications for Materials, Equipment and Products Knowledge
Financial Demonstration Analysis Techniques
12
34
37
People Development Project
Methodology
Demographic Profile
Analytical Tool
Competences Analysis
Gaps Report Highlights
Findings
AGENDA
Next Steps
38
GAPS REPORT
• Methodology
The main gaps described on this document were consolidated according the gap matrix as shown below, composed by the importance level and and the difference between the proficiency desirable level by position and function and the weighted average grade assigned by managers (gap). The self-assessment was considered in cases which there was no managers assessment
0,0
1,0
2,0
3,0
4,0
1 3 5
Gap
Importance
Market Orientation
Project Management
Stakeholders Management
Knowledge of Methods of Market Intelligence
Analysis and Evaluation of Performance Indicators
Communication and Presentation Techniques
Cost Composition
Corporate Governance
Comprehension of Vale Business
Local Business Integration
12
34
Gap Matrix
According toAccording to
39
GAPS REPORT
• Methodology
From the perspective of training, it was created an analysis of priority, highlighting the most important skills and training largest gap
0,0
1,0
2,0
3,0
4,0
1 3 5
Gap
Importance
Market Orientation
Project Management
Stakeholders Management
Knowledge of Methods of Market Intelligence
Analysis and Evaluation of Performance Indicators
Communication and Presentation Techniques
Cost Composition
Corporate Governance
Comprehension of Vale Business
Local Business Integration
12
34
Gap Matrix
This chart quadrant (1) shows the priority knowledge point, which have high importance (higher than 3) and high training gap (higher than 1)
The priority was calculated this way: [Importance X Gap]
Training Strategy for gaps elimination and training building (quadrants)
(1) – Short Term (2) / (3) – Medium Term (4) – Long Term
Mudar o texto da PriorityMudar o texto da Priority
40
GAPS REPORT
• AssumptionsThe knowledge points listed were set based on priority. Those skills which have gaps higher or equal 1 and importance level higher than 3 are criticals and have priority on actions. The knowledge points with small gaps (less than 1) and low importance have low criticality
Quadrant Gap Importance Criticality1 > or = 1 > 3 Very High2 > or = 1 < or = 3 High3 < 1 > 3 Medium4 < 1 < or = 3 Low
Arrumar o texto.Arrumar o texto.
41
GAPS REPORT - DISP
The common high critical knowledge points dedicated to managers (L3 and L2) are:• Budget / Costs Control• Acquisition/Contracting Legal Documents Knowledge• Supply Chain Management• Health, Safety and Environment Management• Knowledge of Basic Contract Law and Insurance
The common high critical knowledge points dedicated to specialist/master analysts are:
• Supply Chain Management• Outsourcing Service• Communication and Presentation Techniques• Acquisition/Contracting Legal Documents Knowledge• Tax Legislation• Intercultural Expertise•Contracting Modalities
Purchase Category Team
42
GAPS REPORT - DISP
The common high critical knowledge points dedicated to senior, full and junior analysts are:
• Supply Chain Management• Cost Composition• Outsourcing Service• Total Cost of Ownership (TCO)• Communication and Presentation Techniques• Utilization of the Office Pack to Data Analysis and Treatment
Purchase Category Team
43
General Manager (L3) and Area Manager (L2) Specialist and Master Analysts Senior, Full and Junior Analysts
Acquisition/Contracting Legal Documents Knowledge Supply Chain Management Supply Chain Management
Supply Chain Management Outsourcing Service Cost Composition
Budget / Costs Control Communication and Presentation Techniques Outsourcing Service
Health, Safety and Environmental Management Acquisition/Contracting Legal Documents Knowledge Total Cost of Ownership (TCO)
Knowledge of Basic Contract Law and Insurance Tax Legislation Communication and Presentation Techniques
Intercultural ExpertiseUtilization of the Offi ce Pack to Data Analysis and Treatment
Contracting Modalities
GAPS REPORT - DISP
Purchase Category Team
Priority knowledge point in all positions
Priority knowledge point on Career Path
44
GAPS REPORT - DISP
The common high critical knowledge points dedicated to managers (L3 and L2) are:• Budget / Costs Control• Communication and Presentation Techniques• Health, Safety and Environment Management• Knowledge of Basic Contract Law and Insurance
The common high critical knowledge points dedicated to specialist/master analysts are:
• Supply Chain Management• Outsourcing Service• Communication and Presentation Techniques• Acquisition/Contracting Legal Documents Knowledge• Tax Legislation• Intercultural Expertise•Contracting Modalities
Purchase Project Team
45
GAPS REPORT - DISP
The common high critical knowledge points dedicated to senior, full and junior analysts are:
• Supply Chain Management• Cost Composition• Outsourcing Service• Total Cost of Ownership (TCO)• Communication and Presentation Techniques• Utilization of the Office Pack to Data Analysis and Treatment
Purchase Project Team
46
General Manager (L3) and Area Manager (L2) Specialist and Master Analysts Senior, Full and Junior Analysts
Health, Safety and Environmental Management Supply Chain Management Supply Chain Management
Budget / Costs Control Outsourcing Service Cost Composition
Knowledge of Basic Contract Law and Insurance Communication and Presentation Techniques Outsourcing Service
Communication and Presentation Techniques Acquisition/Contracting Legal Documents Knowledge Total Cost of Ownership (TCO)
Tax Legislation Communication and Presentation Techniques
Intercultural ExpertiseUtilization of the Offi ce Pack to Data Analysis and Treatment
Contracting Modalities
GAPS REPORT - DISP
Purchase Project Team
Priority knowledge point in all positions
Priority knowledge point on Career Path
47
GAPS REPORT - DISO
The common high critical knowledge points dedicated to managers (L3 and L2) are:• Local Business Integration• Stakeholders Management• Health, Safety and Environmental Management
And the high gaps (2 grades or more) observed were:• Certification Knowledge• Specifications for Materials, Equipment and Products Knowledge• Strategic Sourcing Methodology Knowledge• Business Process Management
Global Categories
48
GAPS REPORT - DISO
The common high critical knowledge points dedicated to specialist/master analysts are:
• Basic Statistics• Cost Composition• Strategic Sourcing Methodology Knowledge• Technical Standardization• Electronic Procurement• Comprehension of Vale Business
Global Categories
49
GAPS REPORT - DISO
The common high critical knowledge points dedicated to senior, full and junior analysts are:
• Strategic Sourcing Methodology Knowledge• Local Business Integration• Ethics• Contracting Modalities• Social Responsibility• Electronic Procurement• Tax Legislation• Health, Safety and Environmental Management
Global Categories
50
General Manager (L3) and Area Manager (L2) Specialist and Master Analysts Senior, Full and Junior Analysts
Local Business Integration Basic Statistics Strategic Sourcing Methodology Knowledge
Stakeholders Management Cost Composition Local Business Integration
Health, Safety and Environmental Management Strategic Sourcing Methodology Knowledge Ethics
Certification Knowledge Technical Standardization Contracting Modalities
Specifications for Materials, Equipment and Products Knowledge Electronic Procurement Social Responsibility
Strategic Sourcing Methodology Knowledge Comprehension of Vale Business Electronic Procurement
Business Process Management Tax Legislation
Health, Safety and Environmental Management
GAPS REPORT - DISO
Global Categories
Priority knowledge point in all positions
Priority knowledge point on Career Path
51
GAPS REPORT - DISO
The common high critical knowledge points dedicated to managers (L3 and L2) are:• Cost Composition• Certification Knowledge• Supplier Market Knowledge
And the high gaps (2 grades or more) observed were:• Techniques for value creation/savings leveraging through spending management and procurement costs reduction.• Negotiation Techniques• Communication and Presentation Techniques• Specifications for Materials, Equipment and Products Knowledge• Budget / Costs Control
Regional Categories
52
GAPS REPORT - DISO
The common high critical knowledge points dedicated to specialist/master analysts are:
• Cost Composition• Communication and Presentation Techniques• Basic Statistics
And the high gaps (2 grades or more) observed were:• Tax Legislation• Electronic Procurement• Technical Standardization• Specifications for Materials, Equipment and Products Knowledge
Regional Categories
53
GAPS REPORT - DISO
The common high critical knowledge points dedicated to senior, full and junior analysts are:
• Basic Statistics• Tax Legislation• Financial Mathematics• Utilization of the Office Pack to Data Analysis and Treatment• Electronic Procurement• Technical Standardization• Contracting Modalities• Supplier Management
Regional Categories
54
General Manager (L3) and Area Manager (L2) Specialist and Master Analysts Senior, Full and Junior Analysts
Cost Composition Cost Composition Basic Statistics
Certification Knowledge Communication and Presentation Techniques Tax Legislation
Supplier Market Knowledge Basic Statistics Financial Mathematics
Techniques for value creation/savings leveraging through spending management and procurement costs reduction.
Tax LegislationUtilization of the Offi ce Pack to Data Analysis and Treatment
Negotiation Techniques Electronic Procurement Electronic Procurement
Communication and Presentation Techniques Technical Standardization Technical Standardization
Specifications for Materials, Equipment and Products Knowledge
Specifications for Materials, Equipment and Products Knowledge
Contracting Modalities
Budget / Costs Control Supplier Management
GAPS REPORT - DISO
Regional Categories
Priority knowledge point in all positions
Priority knowledge point on Career Path
55
GAPS REPORT - DISO
The common high critical knowledge points dedicated to managers (L3 and L2) are:• Local Business Integration• Health, Safety and Environmental Management
And the high gaps (2 grades or more) observed were:• Certification Knowledge• Specifications for Materials, Equipment and Products Knowledge• Strategic Sourcing Methodology Knowledge• Business Process Management• Foreign Trade Legislation and Import and Export Process
The common high critical knowledge points dedicated to specialist/master analysts are:
• Cost Composition• Strategic Sourcing Methodology Knowledge• Technical Standardization• Electronic Procurement
Contract Management
56
GAPS REPORT - DISO
The common high critical knowledge points dedicated to senior, full and junior analysts are:
• Strategic Sourcing Methodology Knowledge• Local Business Integration• Ethics• Contracting Modalities• Social Responsibility• Electronic Procurement• Tax Legislation• Health, Safety and Environmental Management
Contract Management
57
General Manager (L3) and Area Manager (L2) Specialist and Master Analysts Senior, Full and Junior Analysts
Local Business Integration Cost Composition Strategic Sourcing Methodology Knowledge
Health, Safety and Environmental Management Strategic Sourcing Methodology Knowledge Local Business Integration
Certification Knowledge Technical Standardization Ethics
Specifications for Materials, Equipment and Products Knowledge
Electronic Procurement Contracting Modalities
Strategic Sourcing Methodology Knowledge Social Responsibility
Business Process Management Electronic Procurement
Foreign Trade Legislation and Import and Export Process
Tax Legislation
Health, Safety and Environmental Management
Priority knowledge point in all positions
Priority knowledge point on Career Path
GAPS REPORT - DISO
Contract Management
58
GAPS REPORT - DISO
The only job position of Planning DISO which had been assessed was Area Manager (L2) whose main gaps were:• Budget / Costs Control• Supplier Management• Judgement and Decision Making• Tax Legislation• Analysis and Evaluation of Performance Indicators• Local Business Integration• Proactivity• Stakeholders Management• Knowledge Management• Innovation/Creativity• Health, Safety and Environmental Management• Social Responsibility• Comprehension of Vale Business• Market Orientation
Planning DISO
59
Budget / Costs Control Stakeholders Management
Supplier Management Knowledge Management
Judgement and Decision Making Innovation/Creativity
Tax Legislation Health, Safety and Environmental Management
Analysis and Evaluation of Performance Indicators Social Responsibility
Local Business Integration Comprehension of Vale Business
Proactivity Market Orientation
Area Manager (L2)
Priority knowledge point in all positions
Priority knowledge point on Career Path
GAPS REPORT - DISO
Planning DISO
60
GAPS REPORT - DISO
The only job positions of Operational Intelligence which had been assessed were Senior and Full Analysts whose common gaps were:• Health, Safety and Environmental Management• Social Responsibility• Electronic Procurement• Corporate Governance• Acquisition/Contracting Legal Documents Knowledge• Analysis and Evaluation of Performance Indicators• Tax Legislation
Operational Intelligence
61
Priority knowledge point in all positions
Priority knowledge point on Career Path
GAPS REPORT - DISO
Operational Intelligence
Acquisition/Contracting Legal Documents Knowledge Electronic Procurement
Analysis and Evaluation of Performance Indicators Health, Safety and Environmental Management
Change Management Idioms
Communication and Presentation Techniques Innovation/Creativity
Contract Management Intercultural Expertise
Corporate Governance Social Responsibility
Cost Composition Tax Legislation
Senior and Full Analysts
62
GAPS REPORT - DIDS
The high critical knowledge points dedicated to managers (L3 and L2) are:• Communication and Presentation Techniques• Total Cost of Ownership (TCO)• Local Business Integration• Social Responsibility• Comprehension of Vale Business• Utilization of the Office Pack to Data Analysis and Treatment• Business Process Management• Contracting Modalities
The common high critical knowledge points dedicated to senior/full analysts are:• Financial Demonstration Analysis Techniques• Financial Mathematics• Utilization of the Office Pack to Data Analysis and Treatment• Negotiation Techniques• Project Management
Business Development & Innovation and SRM & Logistics
63
GAPS REPORT - DIDS
Business Development & Innovation and SRM & Logistics
Priority knowledge point in all positions
Priority knowledge point on Career Path
General Manager (L3) and Area Manager (L2) Senior and Full Analysts
Communication and Presentation Techniques Financial Demonstration Analysis Techniques
Total Cost of Ownership (TCO) Financial Mathematics
Local Business IntegrationUtilization of the Offi ce Pack to Data Analysis and Treatment
Social Responsibility Negotiation Techniques
Comprehension of Vale Business Project Management
Utilization of the Offi ce Pack to Data Analysis and Treatment
Business Process Management
Contracting Modalities
64
GAPS REPORT - DIDS
The high critical knowledge points dedicated to Area Managers (L2) are:• Comprehension of Vale Business• Communication and Presentation Techniques• Market Orientation• Project Management
The common high critical knowledge points dedicated to senior, full and junior analysts are:• Financial Mathematics• Social Responsibility• Acquisition/Contracting Legal Documents Knowledge• Financial Demonstration Analysis Techniques
Procurement Management
65
GAPS REPORT - DIDS
Procurement Management
Area Manager (L2)
Comprehension of Vale Business Acquisition/Contracting Legal Documents Knowledge Idioms
Communication and Presentation Techniques Basic Statistics Judgement and Decision Making
Market Orientation Communication and Presentation Techniques Negotiation Techniques
Project Management Corporate Governance Project Management
Knowledge of Methods of Market Intelligence Financial Demonstration Analysis Techniques Social Responsibility
Acquisition/Contracting Legal Documents Knowledge Financial Mathematics Time Management Ability
Contracting Modalities
Negotiation Techniques
Senior, Full and Junior Analysts
Priority knowledge point in all positions
Priority knowledge point on Career Path
66
GAPS REPORT - DIDS
The high critical knowledge points dedicated to managers (L3 and L2) are:• Health, Safety and Environmental Management• Corporate Governance• Market Orientation• Project Management• Budget / Costs Control • Health, Safety and Environmental Management• Analysis and Evaluation of Performance Indicators• Financial Mathematics
Category Planning & Intelligence
67
GAPS REPORT - DIDS
The common high critical knowledge points dedicated to specialist/master analysts are:
• Market Orientation• Project Management• Stakeholders Management• Cost Composition• Knowledge of Methods of Market Intelligence• Analysis and Evaluation of Performance Indicators• Comprehension of Vale Business• Communication and Presentation Techniques• Capture and Critical Analysis of Demand
Category Planning & Intelligence
68
GAPS REPORT - DIDS
The common high critical knowledge points dedicated to senior, full and junior analysts are:• Corporate Governance• Innovation/Creativity• Financial Mathematics• Health, Safety and Environmental Management•Idioms
Category Planning & Intelligence
69
General Manager (L3) and Area Manager (L2) Specialist and Master Analysts Senior, Full and Junior Analysts
Health, Safety and Environmental Management Market Orientation Corporate Governance
Corporate Governance Project Management Innovation/Creativity
Market Orientation Stakeholders Management Financial Mathematics
Project Management Cost Composition Health, Safety and Environmental Management
Budget / Costs Control Knowledge of Methods of Market Intelligence Idioms
Analysis and Evaluation of Performance Indicators Analysis and Evaluation of Performance IndicatorsUtilization of the Offi ce Pack to Data Analysis and Treatment
Financial Mathematics Comprehension of Vale Business Acquisition/Contracting Legal Documents Knowledge
Communication and Presentation Techniques Judgement and Decision Making
Capture and Critical Analysis of Demand Communication and Presentation Techniques
GAPS REPORT - DIDS
Category Planning & Intelligence
Priority knowledge point in all positions
Priority knowledge point on Career Path
70
GAPS REPORT - DIDS
The high critical knowledge points dedicated to Area Managers (L2) are:• Market Orientation• Health, Safety and Environmental Management• Comprehension of Vale Business• Local Business Integration• Project Management• Knowledge Management• Knowledge of Methods of Market Intelligence
Strategic Planning
71
GAPS REPORT - DIDS
The common high critical knowledge points dedicated to specialist/master analysts are:
• Market Orientation• Comprehension of Vale Business• Project Management• Local Business Integration• Time Management Ability• Knowledge of Methods of Market Intelligence• Project Management
Strategic Planning
72
GAPS REPORT - DIDS
The common high critical knowledge points dedicated to senior/full analysts are:• Knowledge of Methods of Market Intelligence• Market Orientation• Idioms• Conflict Management Techniques• Intercultural Expertise• Change Management• Financial Mathematics• Ethics• Acquisition/Contracting Legal Documents Knowledge• Negotiation Techniques
Strategic Planning
73
Area Manager (L2) Specialist and Master Analysts Senior, Full and Junior Analysts
Market Orientation Market Orientation Knowledge of Methods of Market Intelligence
Health, Safety and Environmental Management Comprehension of Vale Business Market Orientation
Comprehension of Vale Business Project Management Idioms
Local Business Integration Local Business Integration Conflict Management Techniques
Project Management Time Management Ability Intercultural Expertise
Knowledge Management Knowledge of Methods of Market Intelligence Change Management
Knowledge of Methods of Market Intelligence Project Management Financial Mathematics
Ethics
Acquisition/Contracting Legal Documents Knowledge
Negotiation Techniques
GAPS REPORT - DIDS
Strategic Planning
Priority knowledge point in all positions
Priority knowledge point on Career Path
74
GAPS REPORT - DIDS
The high critical knowledge points dedicated to Area Managers (L2) are:• Budget / Costs Control • Tax Legislation• Knowledge of Basic Contract Law and Insurance
Regional DIDS
75
GAPS REPORT - DIDS
The common high critical knowledge points dedicated to master and junior analysts are:• Project Management• Conflict Management Techniques• Stakeholders Management• Local Business Integration• Time Management Ability• Judgement and Decision Making• Proactivity• Intercultural Expertise• Comprehension of Vale Business• Communication and Presentation Techniques• Financial Mathematics•Innovation/Creativity
Regional DIDS
76
Area Manager (L2) Master Analysts Junior Analysts
Budget / Costs Control Project Management Proactivity
Tax Legislation Conflict Management Techniques Innovation/Creativity
Knowledge of Basic Contract Law and Insurance Stakeholders Management Financial Mathematics
Local Business IntegrationUtilization of the Offi ce Pack to Data Analysis and Treatment
Time Management Ability
Judgement and Decision Making
Proactivity
Intercultural Expertise
Comprehension of Vale Business
Communication and Presentation Techniques
Financial Mathematics
GAPS REPORT - DIDS
Regional DIDS
Priority knowledge point in all positions
Priority knowledge point on Career Path
77
GAPS REPORT - DISU
0%
10%
20%
30%
40%
50%
60%
0%
1%
2%
3%
4%
5%
6%
7%
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
DISU Main Gaps
% Frequency Cumulative Frequency
Index Competence1 Communication and Presentation
Techniques2 Contracting Modalities3 Health, Safety and Environmental
Management4 Cost Composition5 Local Business Integration6 Strategic Sourcing Methodology
Knowledge7 Acquisition/Contracting Legal
Documents Knowledge8 Tax Legislation9 Knowledge of Basic Contract Law and
Insurance10 Comprehension of Vale Business11 Financial Mathematics12 Utilization of the Office Pack to Data
Analysis and Treatment13 Social Responsibility14 Stakeholders Management15 Ethics
Main Gaps
The 15 knowledge points listed above represent 50% (citation frequency) of the most gaps observed across DISU
Colocar na frente os resumos. Mostrar detalhamento depois. Não entendi o que está querendo dizer. Deve ser indicado aqui os maiores gaps.
Colocar na frente os resumos. Mostrar detalhamento depois. Não entendi o que está querendo dizer. Deve ser indicado aqui os maiores gaps.
78
GAPS REPORT - DISPMain Gaps
The 10 knowledge points listed above represent 60% (citation frequency) of the most gaps observed across DISP
0%
10%
20%
30%
40%
50%
60%
70%
0%
2%
4%
6%
8%
10%
1 2 3 4 5 6 7 8 9 10
DISP Main Gaps
% Frequency Cumulative Frequency
Index Competence1 Supply Chain Management2 Communication and Presentation
Techniques3 Outsourcing Service4 Acquisition/Contracting Legal
Documents Knowledge5 Contracting Modalities6 Total Cost of Ownership (TCO)
7 Idioms8 Utilization of the Office Pack to
Data Analysis and Treatment9 Tax Legislation10 Knowledge of Basic
Contract Law and Insurance
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GAPS REPORT - DISOMain Gaps
The 14 knowledge points listed above represent over 60% (citation frequency) of the most gaps observed across DISO
0%
10%
20%
30%
40%
50%
60%
70%
0%
1%
2%
3%
4%
5%
6%
7%
1 2 3 4 5 6 7 8 9 10 11 12 13 14
DISO Main Gaps
% Frequency Cumulative Frequency
Index Competence1 Strategic Sourcing Methodology 2 Electronic Procurement3 Local Business Integration4 Health, Safety and Environmental
Management5 Cost Composition6 Technical Standardization
7 Communication and Presentation Techniques
8 Tax Legislation9 Social Responsibility10 Contracting Modalities11 Knowledge of Basic 12 Ethics13 Basic Statistics14 Supplier Management
80
GAPS REPORT - DIDSMain Gaps
The 12 knowledge points listed above represent 60% (citation frequency) of the most gaps observed across DIDS
0%
10%
20%
30%
40%
50%
60%
70%
0%
1%
2%
3%
4%
5%
6%
7%
8%
1 2 3 4 5 6 7 8 9 10 11 12
DIDS Main Gaps
% Frequency Cumulative Frequency
Index Competence1 Financial Mathematics2 Market Orientation3 Communication and Presentation
Techniques4 Project Management5 Comprehension of Vale Business6 Knowledge of Methods of Market
Intelligence7 Stakeholders Management8 Idioms9 Local Business Integration10 Corporate Governance11 Acquisition/Contracting Legal
Documents Knowledge12 Utilization of the Office Pack to
Data Analysis and Treatment
81
People Development Project
Methodology
Demographic Profile
Analytical Tool
Competences Analysis
Gaps Report Highlights
Findings
AGENDA
Next Steps
82
FINDINGS
Purchase Category Team and Purchase Project Team
DISP
• The main knowledge points of purchase category team and purchase project team listed on the gaps report are similar to both functions on the respective job positions. It shows the closeness between these functions, their needs and deficiencies, though their focus be different
• Also can be observed that most of the knowledge points listed are functional, even those relating to managers. It arises that the priority actions must be dedicated to develop the skills which are necessary to perform the area core business activities, such as Cost Management, Supply Chain Management and Contract Management
• The assessments do not have shown great difficulties on behavioral or planning and managerial knowledge points
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83
FINDINGS
Global Categories and Regional Categories
DISO
• These two functions of DISO directorship do not show gaps narrow similarity as mentioned on DISP findings, although their activities performance are close, but both directorships have a high level of skills deficiency, which gaps grade are 2 and up
• We can notice that most Global Categories job positions gaps are related to strategical knowledge points while Regional Categories must develop the operational skills such as categories and cost management
• It can be observed that senior, full and junior knowledge point gaps of Global Categories function are basically behavioral or corporate, whereas Regional Categories analysts must develop functional skills, specially related to data analysis and category management macro knowledge points
84
FINDINGS
Contract Management, Planning DISO and Operational Intelligence
DISO
• These three functions present several gaps, across all job positions, but it is not particularly restricted to functional, operational, corporate or behavioral skills. It is diversified
• Managers present high level gaps on functional skills, mainly those referred to supplier development, cost management and business orientation
• The staff employees’ needs are based on corporate and behavioral skills, highlighting Vale’s values and politics knowledge points, but they also need to develop strategical abilities to perform their activities, such as planning and management macro knowledge points
85
FINDINGS
Business Development & Innovation, SRM & Logistics and
Procurement Management
DIDS
• Business Development & Innovation, SRM & Logistics and Procurement Management are three functions of DIDS directorship which share similar characteristics. The managers’ gaps are related to strategical and corporate skills, meanwhile staff’s gaps are dedicated to transactional knowledge points, such as data analysis, accounting and financial analysis
• None of job positions assessed presented planning and management or supplier development knowledge points gaps, which indicates a good performance of the activities assigned to the functions
86
FINDINGS
Category Planning & Intelligence and Strategic Planning
DIDS
• The managers main gaps of these two functions are directed to corporate and strategical skills, such as business orientation and market analysis macro knowledge points
• High Staff (Specilists and Masters) gaps are focused on planning and management skills, besides the business orientation and market analysis macro knowledge points, such manager’s lacks. As these areas provide strategical informations, it is plausible that these gaps are most outcropped
• An special attention should be given to category planning and intelligence junior analysts. This job position was the only one, across DISU which have shown idioms gaps
87
FINDINGS
Regional DIDS
DIDS
• Few Regional DIDS managers’ gaps were presented and these gaps can be mitigated by the low importance level presented on the knowledge points, for the function activity performance
• But the same do not happen on the staff board knowledge point gaps. Several knowledge points (from different kinds) present high gaps and the importance level dedicated to the mentioned skills are high. In this case, efforts should be prioritized for the actions to these employees, mainly because they are located in several places
88
FINDINGS
Main Gap Knowledge Points
DISU
DISP DISO DIDSAcquisition/Contracting Legal
Documents KnowledgeBasic Statistics
Acquisition/Contracting Legal Documents Knowledge
Budget / Costs Control Communication and Presentation
TechniquesCommunication and Presentation
TechniquesCommunication and Presentation
TechniquesComprehension of Vale Business Comprehension of Vale Business
Contracting Modalities Contracting Modalities Conflict Management TechniquesCost Composition Cost Composition Corporate Governance
Health, Safety and Environmental Management
Electronic Procurement Financial Mathematics
Idioms Ethics Idioms
Intercultural ExpertiseHealth, Safety and Environmental
ManagementIntercultural Expertise
Knowledge of Basic Contract Law and Insurance
Knowledge of Basic Contract Law and Insurance
Knowledge of Methods of Market Intelligence
Outsourcing Service Local Business Integration Local Business IntegrationRisk Management Social Responsibility Market Orientation
Supply Chain ManagementStrategic Sourcing Methodology
KnowledgeProject Management
Tax Legislation Supplier Management Stakeholders ManagementTotal Cost of Ownership (TCO) Tax Legislation Time Management Ability
Utilization of the Offi ce Pack to Data Analysis and Treatment
Technical StandardizationUtilization of the Offi ce Pack to Data
Analysis and Treatment
- DISU common gap knowledge point- DISP/DISO common gap knowledge point
- DISP/DIDS common gap knowledge point
- DISO/DIDS common gap knowledge point
Cross Board – number of common knowledge points
DISP DISO DIDSDISP 6 5DISO 3DIDS
Colocar cores mais diferentes (tons de azul e cinza estão muito parecidos.
Colocar cores mais diferentes (tons de azul e cinza estão muito parecidos.
89
People Development Project
Methodology
Demographic Profile
Analytical Tool
Competences Analysis
Gaps Report Highlights
Findings
AGENDA
Next Steps
90
NEXT STEPS – Development Map Example
Knowledge Point
Training Objective
Menu
Hours and Methodology
Competence Description
91
NEXT STEPS – Sample Content Menu
92
NEXT STEPS – Action Plan
Training Priorities Development Map
It will be created a training plan according time horizon with the program content already defined