The main challenge facing ICP-ANACOM over the next three years in human resources will be to streamline professional development plans that instil mobility and which ensure a sustained ability to generate and harness knowledge and innovation; this is fundamental if ICP-ANACOM is to meet the challenges ahead and adapt to the changes imposed on it.
As part of its strategic priority of promoting efficiency and internal effectiveness, the promotion of excellence in human resources is one of the most challenging areas to address, with a focus, in 2015, on the implementation of an overall process to manage training and development of critical competencies, together with the promotion of an increasingly participatory and open organisational culture.
In this context, in 2015 and in following years, ICP-ANACOM plans to build upon the results achieved by recently-launched initiatives in human capital management, especially the reformulation of the performance management system and other important initiatives, which will constitute priorities for next three-year period:
- consolidate the ANACOM "Academy" programme of integrated training and development, as a strategic lever for growth among all staff and in the retention of talent, based on an effective and renewed internal communication policy;
- carry out an appraisal of the organisational climate to assess staff needs and levels of satisfaction, supporting the definition of action plans that instil a climate which fosters internal motivation and commitment to the organisation;
- implement actions as part of the annual programme of professional and academic internships, in partnership with academic institutions, promoting the development and enhancement of skills among young people in their transition into a working life.
In 2015, ICP-ANACOM plans to continue promoting organisational volunteering initiatives with social and environmental objectives. Meanwhile, giving impetus to internal mobility will retain an important role as a factor in the enrichment of skills and increasing ICP-ANACOM'S capacity for response.
The people plan for the 2015-2017 three-year period will be guided by a spirit of containment, so that staff numbers in 2015 will not exceed the forecast complement of 403 employees, considering the flow of staff joining and leaving the organisation (Annex II - Table 1). Nevertheless, it is essential to maintain ongoing rejuvenation and ensure that ICP-ANACOM's resources are more closely aligned with ICP-ANACOM's needs.
Annex II presents tables with the forecast variations in the human resources plan, both in terms of the number of employees and in the number of hours of worked and corresponding allocation of financial resources.
In this regard, use of overtime will remain limited to properly justified exceptional situations (Annex II - Table 2).
With regard to the financial resources corresponding to the human resources plan (Annex II - Tables 3 and 4), the partial restoration of salary cuts, amounting to 20 percent/year, will affect ICP-ANACOM and the entire public sector.
Over the 2015-2017 three-year period, personnel costs are expected to increase by 5 percent over the value budgeted in 2014, as a result of the 20 percent restoration of salary cuts referred to above.
Given its relevance and weight, ICP-ANACOM's strong commitment to its internship programme also impacts personnel costs.
