Roberto Dumani (Cielo) and Paul Naliato (Via Varejo) show how meritocratic model transformed the culture of their organizations and improved performance of employees
To deserve and get rewarded for it. That is the purpose of the meritocratic culture applied by several companies, including Cielo and Via Retail, who presented their success stories in the last lecture of the first day of CONARH 2015. Both organizations have shown how developed a meritocratic model that transformed the results businesses through efficient and innovative remuneration. For this, the companies have worked performance assessment models to measure results. In this scenario, the responsibility of HR is to enable the creation of indicators for the implementation of meritocracy among the leaders.
Even before the merger of the two largest electronics retailers in Brazil (Ponto Frio and Casas Bahia), Via Retail had already implemented a meritocratic model focused on results, and this created 2000 indices to measure the outcome and commitment of all areas related to business. “The organization had a very linked to the financial recognition meritocratic bias, but needed a repertoire of other recognition, so we created excellent programs, incentive campaigns and meetings with the leadership”, explains Paulo Naliato, HR Vice President Via Retail.
Therefore, the company established the indicators that are checked every month. “With this model we have 100 monthly meetings, where all levels of management review their indicators, allowing the focus to improve performance and, therefore, easier and transparent conversation about income and remuneration.” This was measured by the company through a survey which found that 55% of leaders believe are likely to grow within the company and 64% said that meritocracy is applied in the company.
In the case of Cielo, meritocracy is defined from the strategy of human resources, which was defined by two value propositions, the shareholder and the employee. “In the shareholder, the thesis is that good human resources management of an organization contributes to the sustainability of the business,” says Roberto Dumani, executive vice president of organizational development of the company.
In the meritocratic system, he believes leadership is paramount as one of the proposals for human resources management organization value. “In the case of Cielo, is the leader that delivers meritocracy, so the investment in leadership is a premise of our value proposition,” said the executive. According to him, “the meritocratic model helps contribute to shareholder commitment this investment, which creates an important premise for meritocracy.”
With regard to the employee, the company decided to work with the premise of the emotional bond. “We want every person Cielo has a good work experience and this may be reversed for the organization, but always acting in a meritocratic way,” says Dumani. For him, this was only possible because the meritocracy appears in the value proposition of the pillar human resources strategy for the developer.
Source: Renata Silva – revistamelhor.com.br