In terms of human resources, ANACOM's primary focus in the 2016-2018 three-year period will be to align and develop its people and strengthen its organizational culture. This entails critical factors which are key to the accomplishment of a strategy based on excellence, innovation and change.
In the context in which the communications sector will develop in the coming years, knowledge management and organizational flexibility will play a key role, both as regards ANACOM's capacity to respond to requests of an increasingly demanding market, and in terms of the motivation and retention of human capital.
To this end, in the 2016-2018 period, ANACOM aims to continue and consolidate the initiatives launched in previous years in terms of the strategic management of human resources and leverage other priority activities for its present and future sustainability. In this context, the following objectives are underlined:
- streamline ANACOM's training and development programmes aimed at learning and permanent development according to transversal and specific needs of the functions and management of the different areas, in alignment with ANACOM's values and with the organization's strategic performance objectives;
- promote staff alignment with change, by creating internal communication platforms and channels and initiatives to provide interaction at all organizational levels, enabling access to information, sharing of ideas and knowledge, as well as individual and team participation in the change process;
- implement improvement and motivation action plans based on the results obtained in the diagnosis of the organizational climate conducted in 2015, with a view to better management of ANACOM's commitments and staff expectations, enhancing internal satisfaction and the affiliation of human resources;
- initiate a talent management programme to ensure the continuity of critical ANACOM functions, through the implementation of diagnostic tools that enable the development and retention of potential successors, as well as knowledge and preparation of the structure for the future;
- continue to promote the regulator's engagement with the academic community through implementation of the annual programme of vocational and academic internships, seeking the development and enhancement of skills of young people as they transition into the job market.
In 2016, ANACOM intends to maintain its participation in citizen initiatives with a social and environmental focus. Meanwhile, giving impetus to internal mobility will retain an important role as a factor in the acquisition of knowledge through varied experience and in increasing ANACOM's capacity for response. Diversity management and the creation of a model to reconcile professional, family and personal life are also areas of expertise which ANACOM will seek to develop over the next three years.
The people plan for the 2016-2018 three-year period will be constrained to the forecast complement of 403 employees. The need to ensure ongoing rejuvenation and ensure that ANACOM's resources are more closely aligned with its present and future needs is one of the critical factors which govern ANACOM's management of human resources.
Annex II presents tables with the forecast variations in the human resources plan, both in terms of the number of employees and in terms of the number of hours worked and corresponding allocation of financial resources.
In this regard, use of overtime will remain limited and applied only in properly justified and exceptional situations.
As regards personnel costs, it is expected that 40% of the remuneration reduction imposed previously will be restored in 2016, pursuant to the Lei do Orçamento do Estado (State Budget Law), with full restoration of salary cuts estimated in 2017.
