ONS human resources management is aligned with the corporate strategy and has, as its permanent challenge, to attract, develop and retain employees. This action is committed to the achievement of the mission and the scope of vision, in view of the national and global economic scenarios, the evolution of the power sector and the insufficient offer of skilled professionals in the market.

The Operator seeks to develop personnel and retain talents, implementing educational and health actions, besides offering compensation aligned to the complexity of the tasks, the performance of employees and the labor market.

In 2009, the staff was composed of 784 employees, including trainees and interns, temporary contracts, distributed amongst the locations in Brasilia, Recife, Florianopolis and Rio de Janeiro.

ONS has invested in the development of its employees, aiming at its sustainability, with emphasis to the actions developed in the three scopes indicated below:

TO ATTRACT

• Construir Program – Held annually since 2001, this program recruits and selects graduated and technical-leveled trainees, who remain in the organization for up to two years. Participants undergo a targeted training for the sector and work together with experienced professionals. During their stay in the program, they are evaluated and have the opportunity to participate in the internal selection process for junior positions.
• Career Trajectories Project – The project was conceived in 2009 to meet the demands of employees, identified by the climate research, the need for better viewing on the opportunities and criteria for careers in the organization. Thus, a group of managers from different areas, driven by HR and a hired consultancy, designed and detailed the project. Its main products are organizational skills, management and individual career trajectories, the access requirements and the framework of functional mobility. The expected benefits are the attraction of new professionals to ONS, the development of employees in a targeted fashion to the needs of the organization, contributing to its retention, through the increased visibility of career opportunities and professional development. The implementation of this project shall occur in 2010.

TO DEVELOP:

• CAISE – Capacitation on Institutional Aspects of the Electricity Sector: In 2009, the fifth class of the MBA in partnership with PUC-RIO was performed, focusing on the development of managers and senior professionals with the participation of 30 employees.
• Knowledge Management (GC): The knowledge of primary focus are those considered strategic for the organization and at the same time, present aspects of criticality, such as concentration in few professionals, risk of imminent loss or productivity loss. In 2009, retention actions for the three selected knowledges of priority focus: protection and systemic control, Organon, and use of natural gas. The results regarding the knowledge on protection were: the expansion of the taxonomy of knowledge and the construction of maps containing the analysis of social networks, identifying the professionals who hold this knowledge at ONS and in the market. Regarding Organon, there were: case study and "storytelling" (practice of KM), to preserve the history on its development.
• Identification of Potential – The process of identifying potential appears as a tool to support management and decision making, and its results have contributed to the improvement of the individual development program (PDI), performance evaluation and feedback; internal recruitment; and career planning and succession. Implemented in November 2005, this process has already mapped 227 employees, representing 30% of the organization.
• Management Development Program (PDG) – With the participation of 110 managers, the following topics were focused this year: concepts and applications of the mapping of potential, coaching, productive dialogues and meritocracy.
• PDI – Individual Development Program – In 2009, 88% of employees participated in actions for their individual development, becoming more skilled in areas in which they operate and being able, in medium term, to assume other challenges in their careers.
• Operators Development Program – Workshops were held, addressing the following topics: Communication, Teamwork, Leadership, Negotiation and Personal Effectiveness. A total of 108 operators from Operation Centers in all locations were trained. This program was designed in partnership and to suit the demands of operators and managers in the Real Time Operation area, with significant results.

TO RETAIN:

• GD – Performance Management – The 2009 Cycle of Performance Management had its term extended to 12 months, establishing itself as a successful tool for managing teams and work processes at ONS. In this cycle, individual goals were considered for the Organizational Performance, contributing to the final result of the organization. Just as the experts and senior professionals, this year, the professionals and supervising operators also began to evaluate their direct managers in attitudes, taking the opportunity to register their feedback, according to the instructions given in the eleven Performance Management Workshops held.
• Health Management – The concern over the health of employees is gaining more space on the Operator. In 2009, ONS launched the Health Management Program, which includes all corporate actions aimed at balancing physical, mental and social health of its employees and family members. Its implementation shall include three pillars: Health Promotion, which includes the occupational health and medical care, Health Information Management, which involves the construction of a unified medical record, and Care Optimization, which will offer employees and their families a network of professionals selected for a better monitoring of their health, along with costs reduction.
• Recognize + – The Recognition Program was established in 2009 and included two categories: actions taken by the integrated work between different areas and teams and initiatives for knowledge management and technological development (GC / DT). Altogether, 91 actions were nominated by employees as candidates for awards, being 15 selected as finalists. In the end, two winners were chosen in each category, one by ONS Board of Directors and other by vote of the employees. The following actions were awarded: ONS Choir and Viver Bem Project, from Brasilia, in the category integration, and the Course of substations and high voltage equipment and the Course of Protection of Electrical Systems, in GC / DT.