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Montepio: Human Resource Management
MONTEPIO, founded in 1840, is a Portuguese mutual association known for its recognized solid brand, for its historical foothold on mortgage and credit to real estate developers, as well as for its promotion of social well-being and values. MONTEPIO promotes responsible employer behavior.
The following initiatives showcase how MONTEPIO promotes responsible employer’s behaviour:
- Equal opportunity employers that do not discriminate on any grounds:
The practical impact of this dimension can be assessed by the External Recognition Awards assigned to MONTEPIO, including the Prize "Equality is Quality" sponsored by the Commission for Equality in Labor and Employment (CITE), that aims to recognize companies or institutions that favor practices of non-discrimination at work, employment and vocational training in their activities.
The gender distribution in the workforce (in December 2013, 55,3% and 44,7%, men and women respectively) highlights the emphasis MONTEPIO places on talent management, seen as a tool for promoting organizational competitiveness, and is independent of the gender of the employee.
- High-quality jobs and good working conditions for employees in all the regions in which MONTEPIO operates:
2.1. The 2012/2013 Health Report reveals extensive monitoring of MONTEPIO employees, in a preventive perspective, embodied in the number of medical examinations conducted (2310 during 2013). The implementation of a Health Promotion Program "Working in times of change," is intended to promote healthier workplaces and improve the welfare of workers.
The Health at Work team closely follows situations of occupational diseases and work accidents, monitors and analyzes the health surveillance examinations results, introduces (in partnership with the Security area) improvements in the physical conditions of work and draws intervention plans for prevention and correction of deteriorated indicators regarding Health at Work.
2.2. The employee benefits program is aligned with the best practices in the financial sector, and covers the following areas: Training and Development (reimbursement in postgraduate training expenses), Internal Mobility/Promotion of Internal Job Market (internal disclosure of staffing opportunities, identifying internal pool's potential in conjunction with the Business Directions, a program of internal mobility for Central Services is in the design phase), psychosocial support with dedicated Health technical services in partnership with other MONTEPIO services (Social Services), Support for children (school subventions to children in primary and secondary school and higher education), support for retired employees (Survey for enrollment of auxiliary members in MONTEPIO’s Retired Employees Association), transport (transport programs in several buildings, protocol with CP), Health (Health Insurance Lusitania, Health Promotion program "Working time of change," anti-flu Vaccination Campaign), Social Support/serious financial problems, food (Canteen with full meals at reduced prices; Meal card).
2.3. Promotion of professional development and integration for the employees of the representation offices.
In various business initiatives in Africa, particularly in Mozambique, MONTEPIO has contributed to the development and integration of local employees, implementing service standards in their area of expertise identical to those practiced in Portugal:
- Recruitment and Selection Banco Desenvolvimento e Comércio de Moçambique - BDC): Allocation of a HR technician to conduct interviews and market research for service providers on psychological evaluation;
- Training BDC - specific training plan design for functional integration, and delivery by a HR specialist displaced to BDC premises;
- Assisting the project team responsible by the Joint Venture of Banco Terra in diagnostic/intervention on HR issues.
- Strong identification with corporate culture programs that promote the corporate culture and socialization:
- Cross Training Program - internal trainees;
- Welcome programs for employees in functional mobility;
- Identify mentors to support employees in functional mobility
- HR monitoring program for employees in functional mobility and new employees;
- Potential Development plans directed to employees in functional mobility programs and new comers;
- Annual national meeting of employees;
- Welcome programs for new employees;
- Host Manual for new employees;
- Annual Meeting of Management Staff.
- Opportunity to achieve a good work-life balance
The Work life balance practices in MONTEPIO include:
- Training and Career Development plan for the commercial area including Organization and Time Management Activity;
- Health card extend to household;
- Special Credit lines for employees aimed at resolving various personal and family situations , including funding for Housing;
- Support for specific family situations and personal intervention by a social worker;
- Support to the Association of MONTEPIO retired employees;
- Organization of educational programs and leisure time, by social services for young children of employees.
In 2013 MONTEPIO had received an award from the magazine Human Resources Portugal for the enterprise that has the best policy in the management of the senior employees. A Specific Project on Active Ageing, to support continuous career development, is recently approved.
- Training and life-long learning opportunities in order to promote career advancement
In 2013 there was a significant increase in the volume of training: the number of training actions increased 46%, the total training hours increased 67% and the number of participations doubled. On average, each employee received 31 hours of training.
- Responsible relocation and redundancy policy towards employees in case of reorganization or restructuring.
There’s a systematic practice of functional flexibility within the retail network of branches. Whenever a transfer occurs, an overlap period between occupants is fulfilled.
Regarding redundancy issues, a Business Continuity Policy is in place, which aims at ensuring the continued functioning of the institution, in face of events likely to disrupt the operation of the business, due to unavailability of physical infrastructure, IT systems or human resources, individually or simultaneously.
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