The personnel management in ONS seeks permanent alignment to its strategic objectives, aiming at the organization sustainability. The actions undertaken can be grouped into three main areas: attracting, developing and retaining employees.

In 2011, the staff was composed of 721 employees, plus 45 trainees and 37 interns, distributed in the cities of Recife, Florianópolis and Rio de Janeiro.

Attracting

Recruitment and Selection - The internal and external processes of recruitment and selection of personnel allowed filling 53 jobs in the organization in 2011

Construir Program – The Trainee Program, held annually, recruits and selects graduated and technical level trainees that remain in the organization for a period of two years. Participants go through a training program directed to the sector and guided by the interaction with experienced professionals in the organization. After an evaluation process, they have the opportunity to participate in the internal selection processes.

In the cycle of 2011, after a rigorous selection process with more than 2,000 candidates, 34 trainees were admitted, 27 graduated and seven of technical level.

The program has been enhanced this year to extend the period of integration and the adoption of customized shifts, as needed in each area. In 2011, seven program participants were admitted to the staff of the Operator.

Construir Program also has the purpose of selecting graduation trainees and promoting their development through its inclusion in activities compatible with their training, preparing them for possible future use as graduated trainees. In 2011, 29 graduation trainees were admitted, distributed in the areas of Electrical Engineering, Civil Engineering, Administration, Library, Social Services and Secretariat.

Retaining

Career Trajectories Program – Started in 2009, the Career Trajectories aims to provide greater visibility to employees about the prospects for professional development at ONS, which constitutes an element of internal satisfaction and retention. Formulated by a modeling group, composed of managers from different areas of the organization, in partnership with FIA ​​/ USP, the program had improved its contents from suggestions of professionals from different levels and areas of the organization.

In 2011, it was completed the basic structure of the Career Trajectories Program. In accordance with their training and experience, it was carried out a preliminary suitability of employees into the careers track. Another important result was the integration of the Organizational Values to Competencies ​​considered in the program.

Jobs and Wages Management Plan – PGCR – PGCR aims to ensure the competitiveness of the remuneration practiced by ONS according to the market, consolidate the practice of meritocracy and promote recognition and organizational value. It is divided into four pillars: Structure of Jobs and Salaries, which follows the methodology of Hay Group, Market Monitoring, through salary survey; Rules and Criteria for movements, and Pay-for results.

One of the main highlights of the year was the preparation of the proposal for review of structural PGCR, including the review of remuneration policy and structure of jobs and salaries. This work had the participation of a mixed group of managers and employees, with representatives from all directorates and localities, the Board of Directors, a committee of members of the Administration Board, and also received suggestions from trade unions. Its goal was to provide greater adhesion of PGCR to market practices, thereby increasing the competitiveness for attracting and retaining professionals with high level of qualification.

Health Management Program – Implemented in 2010, the program seeks to promote a balanced physical, mental and social health of employees and their families through three pillars: Prevention, Health Information Management and Care Optimization.

In the pillar of Health Prevention, several actions were carried out in 2011 with the aim of encouraging a healthy lifestyle: Stretch yourself; campaign against hepatitis B and C, Weight Watchers, employee participation in local races, lectures on prevention of cancer, nutrition workshops, and campaign against summer diseases.

Development and Retaining

Training on Institutional Aspects of Electricity Sector (CAISE) – Held since 2005 in partnership with IAG / PUC-Rio, the program passed through structural and qualitative reformulation. In July 2011, it was implemented in the new format, divided into three modules: Business Management, Fundamentals of Electricity Sector, Institutional Aspects and Strategic Alignment.

With 26 students participating, the program is currently targeted to the group of expert professionals, seniors, being recognized by the Ministry of Education as a long-term course - MBA (360h - 396h).

Compartilhar Program – Aims to promote the dissemination of knowledge on topics related to ONS business through lectures, which are recorded and made available by the Library, thus expanding the stock of managerial and technical information available. In October 2011, it was held the lecture "REGER System - Integrating ONS Operation Centers".

Operators Certification and Development Program – Evaluates system operators regarding technical, physical and behavioral aspects every three years, and from the results, performs individual or group development actions, promoting the improvement of teams working in control rooms.

In the period from March to June/2011, 90 behavioral assessments were performed with a view to the process of recertification. The results were presented individually to each operator participant and discussed with the managers of real time, in order to formulate training and development actions recommended for each professional.

Secretaries Development Program (PDS) – It has as target audience the administrative assistants of directors and executive management. Its objectives are to promote understanding of the importance of the work of the secretaries to the company's image, enhance skills and business etiquette, oral and written communication, time management and advisory to the manager. In 2011, it was carried out a survey and analysis of the main demands of its audience and planned themes focused on development actions to be implemented in the first half of 2012.

Mais Valor Program – It is an internal development program aimed at training employees through courses on topics of interest to the organization, aligned to its strategic plan, administered by its own employees. Its main objectives are: to provide content not available to employees or for which ONS internal expertise stands in the market, enhancing employees’ holders of this expertise, to form a collection of internal knowledge, as well as optimize resources. For this project, it was created a working group to monitor all stages of the process - from the definition of the priority themes to the pedagogical format of the courses, involving the validation of content, methodology development, didactic material and teachers.

From January to December 2011, seven groups of four courses were carried out: Project Management (1 class), Transmission in Direct Current (HVDC) - Module I (4 classes), Power Systems Protection (1 class) and Substations and Extra High Voltage Equipment (1 class), with a total of 161 employees participating. To meet the needs of different localities, two courses occurred in the Central Office, three in Brasilia, one in COSR-SE and one in Florianópolis. The quality of the courses and their teachers is fully recognized by the participants.

Managers Integration Program – Designed to facilitate the setting of new managers, welcome them and reinforce their sense of being part of the Operator, this program facilitates the insertion of the professional in his new role and in the relationship with its key interfaces, as well as providing global vision of the organization. In 2011, a new manager took part in the program.

Integration Program for New Employees – Similarly to the previous one, this program has specific focus and content on employees who occupy different roles in the organization. In July and September 2011, there were two classes of the program, integrating 23 new employees to ONS.

Individual Development Plan (PDI) – The process of development of each employee must be due to an alignment between the organization's goals and their individual training needs. The preparation of Plans is a shared responsibility between the manager and his subordinate, in order to ensure its effectiveness. It is for the manager to support and guide his team, not just in the alignment of short term expectations and needs, but wider issues such as medium and long term career trajectory within the organization. In 2011, all employees had formulated their PDI and 74% of them experienced some kind of training.

Among the training activities undertaken in 2011 should be highlighted:

• Amana-Key, an excellence center focused on developing leadership and management, is a partner of ONS since 2008. During 2011, 12 managers participated in courses offered by the institution..
• ONS developed internally the Basic Course on Power Systems Protection, considering the development needs of engineers and operators of its Operation Centers. In 2011, there were 12 editions of the course, three in each location, totaling 155 participants.
• Shall be considered long-term courses with those working hours equal or greater than 180 hours, such as postgraduate, masters and specialization courses. ONS includes among its actions, training and development to carry out long-term courses in educational institutions of national reputation, such as: COPPE / UFRJ, UNIFEI, IBMEC and UFF. In 2011, eight selected employees started such courses, plus three who were already enrolled.
• ONS established in 2010 a partnership with the Study Group of the Electricity Sector, GESEL / UFRJ, to format a course targeted at young trainees and junior engineers. Its objectives are to expand and consolidate basic knowledge of the electricity sector and contribute to the internal integration and increase productivity and retaining these professionals. Composed of eleven seminars, and totaling 44 hours, the course includes a final individual evaluation. Its first edition ended in March 2011 with the delivery of final works. For its continuity in the cycle 2011/2012, there will be a process of restructuring and retargeting, already in progress.
• Have been completed the training sessions on Software Engineering taught by professors of UFRJ for the corporate IT staff, allowing updating knowledge and improving on the techniques used.

Performance Management (GD) – 2011 cycle of GD showed its effectiveness as a tool for managing people and processes in ONS. The individual goals established for employees by their managers were evaluated and considered as part of the Organizational Performance, contributing to the organization's results. All employees evaluated their direct managers, recording their feedback. In 2011, was constructed and applied an structured model of feedback, in order to improve this practice, involving 482 employees.

Dismissals Management – Given a scenario full of opportunities, especially in Rio de Janeiro, in 2011 there was a more accelerated movement of employees, and a total of 42 dismissals. The heating of the professional market in the electricity sector and specialized areas in IT, along with the scarcity of skilled labor in these markets, caused difficulties for the replacement of professionals who have left.

Program of Transition and Career Guidance – It aims to prepare the former employees of ONS, with the support of expert advice, to redefine their career trajectories and identify their strengths in order to seek new paths and opportunities for their reintegration into the labor market. In 2011, four former employees participated in the program.