At Transelec, the strategic orientation of policies and decisions is based on two fundamental objectives: labour productivity and satisfaction at work. Labour productivity involves the achievement of objectives, whereas satisfaction at work concerns personal fulfillment and welfare, in a context of security and ethics within the company.
Satisfaction at Work
Our employees are essential to the company’s mission and their satisfaction is important. Personnel satisfaction is the cause and effect of high standards of labour productivity. Satisfaction increases insofar as objectives are met, performance is recognized and each individual gains confidence in him/herself and in his/her development possibilities. In turn, labour satisfaction is a source of motivation for efficient performance. This aim is enhanced by setting clear rules and disseminating corporate and individual objectives that are assumed by each member of the organization.
Labour Productivity
In general, productivity is understood to be the relationship between results and the resources employed to achieve them. Labour productivity measures work efficiency. If we are efficient at work we will produce more and/or better with the same or less amount of work and thus increase the productivity ratio. Personnel can increase productivity if their decisions and actions result in, for example, savings in materials, reduction in machine hours, improvements in processes or the use of appropriate technology. In sum, performance, if it is efficient, results in higher productivity and the achievement of corporate objectives.
In order to achieve these objectives, Transelec’s management strategy in this sphere is based on policy decisions involving three large areas of activity such as performance management, oriented toward achieving continual improvement in the individual performance of Transelec’s personnel by means of identifying and boosting technical and behavioural capabilities in order to achieve individual and area objectives; compensations and benefits, linked to the provision of market salaries, the workers’ participation in the company’s economic success and the provision of benefits to the worker and his/her family; and labour climate and relations, directed toward encouraging ethical behaviour within the company, building up a good internal labour environment, placing emphasis on the effective and harmonious management of labour relations with organized groups of workers and creating opportunities for participation and communication aimed at promoting the expression of ideas.