We promote the talent development of our employees in order to motivate their growth and high individual and collective performance in the Organization.
GRI (103-1) At Celsia, we firmly believe in the power of culture to transform people and move an entire organization forward. The achievements of 2021 were possible, due to the commitment of our employees, who always go the extra mile.
During 2021, we continued our focus on being more disruptive; we developed programs that strengthened the capabilities of our employees in matters of technology for remote work, data analytics with Power BI and skills for process simplification; however, awareness and self-care were also part of that work plan.
For Celsia, leaders play a fundamental role in the continuous promotion of culture, which is why we seek to provide them with fundamental tools and knowledge to take on this challenge with empowerment, trust, communication and empathy. Within the framework of our cultural pillars, we seek to promote and accompany their comprehensive development, in order to motivate their growth and high individual and collective performance within the Organization.
GRI (103-2) In order to have personally and professionally outstanding, committed and comprehensive employees, we offer them practices and programs that increase their commitment, motivation, innovation and quality of life.Through a disruptive culture – which is what makes us different from other companies – we drive business to provide the best experience to our clients. Some aspects of our culture are:
These training programs are part of the E4 Academy, which is the articulator of human capital development efforts. Additionally, we develop organizational capabilities that leverage our MEGA. These are the programs that we highlight:
This program seeks to strengthen the capacities of employees who have technical knowledge and want to learn to plan, design, and carry out an interactive-teaching process through virtual and technological environments with different methodologies and digital applications. Thus they will be able to transfer the content and learning to the group, based on Celsia’s learning methodology.
This program has generated an impact on our Company’s knowledge management, where knowledge has been transferred through 63 courses given by internal employees; 19,283 hours of internal training have been given, an increase of 12%, in addition to 87% satisfaction of those attending the training, guided by facilitators trained in the program.
This Corporate Leadership program works on two focuses: The first is the Leadership Introduction that addresses our culture of leadership at Celsia and the issues inherent to the management of a leader: Celsia Culture, Introduction to Flow, Influence and Converge (FIC), labor issues, performance management and the YEC (I Choose to Take Care of Myself) Culture; the second is based on the three dimensions of leadership, according to the FIC methodology.
It is aimed at leaders who are responsible for disseminating and applying in their work teams the knowledge tools and experiences lived in the program, which seeks to provide managerial instruments to strengthen the leadership capacity and, thus, reach their maximum potential in the execution of their work, achieving harmony in teamwork and strengthening high-performance leadership and impacting their work teams.
We found that our employees qualified the experience of the values with a score of 93% for our leaders.
With our leadership program, we managed to strengthen issues of managing people and teams, with a score of 80%; in communication and development skills, our employees reached 87%, allowing them to contribute to the understanding of the fundamental tools and knowledge to take on the challenge of leadership and continue to be agile and reliable.
GRI (103-3) Although the COVID19 pandemic had a lesser impact in 2021, the beginning of the year was challenging to define the training and development topics that we could resume, based on the restrictions still in force. However, we managed to implement different development and training programs for employees, adopting the continuity of virtual modalities. Some of these key achievements were framed in:
These are our short-, medium- and long-term challenges:
Academy E4: An Educa-Model Energy School. It is also our Corporate university, where we support and develop all training initiatives through appropriate management of knowledge.
Kirkpatrick Model: The training or indicator-measurement model consisting of four levels: Level 1 (Reaction), Level 2 (Learning), Level 3 (Behavior), Level 4 (Results).
MEGA: Large and Ambitious Goal (Meta Grande y Ambiciosa) that provides strategic guidelines to the Organization.