The achievements of 2019 would not have been possible without the commitment of our employees. At Celsia we work so that they are increasingly empowered and increasingly competent, have an innovative and agile mindset, and are always oriented towards serving our clients.
(103-1) Within the framework of our pillars of culture, we seek to promote and accompany the integral development of our employees in order to motivate their growth and high individual and collective performance within the organization.
These are the four pillars of our culture:
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To have personally and professionally outstanding, committed and integral employees, we offer them innovative practices and programs that increase their commitment, motivation, innovation and quality of life.
Thanks to our people, we promote all businesses to provide the best experience for our clients. This is why we are in the 25 best Companies to work for in Latin America among the 100 organizations that make up the Great Place to Work Institute ranking.
Some aspects of our differentiating internal culture are:
We offer 100% of our employees training programs that promote the acquisition of skills and helps them to improve the exercise of their role and personal skills. These training programs are part of Academia E4, which is the articulator of human-capital development efforts.
The Most Outstanding Programs
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Methodological and didactic tools for our employees, from being, knowing and doing. Knowledge transfer through our Learning Model.
An umbrella leadership-training program to develop awareness of our leaders in Celsia by guiding behaviors necessary to flow, influence and converge in relationships among teams. Aligned with our Celsia Leadership Model, which describes our leaders as ambassadors of innovative and digital culture and transformation, with a strategic vision and focus on results, who promote safe behaviors and focus on client experience.
Benefits:
- Improvement of diagnostic capacity.
- Updating and systematization of knowledge.
- Acquisition of social skills.
- Assertive communication.
- Qualification of the facilitators to transmit knowledge.
We increased the rating obtained in the Great Culture to Innovate Report: we went from 83.1 points in 2018 to 96 in 2019, and we positioned ourselves as one of the exemplary innovative cultures in Colombia.
Average hours of training and development
Average amount invested in training and development
During 2019 we managed to guide the focus of talent development through the strengthening of knowledge management and the development of corporate skills within the framework of the Academy E4.
From knowledge management, we consolidated our network of 101 facilitators and thematic experts from the Academy E4, and we managed to train them all in the Training of Trainers course to prepare for the design and orientation of training actions. Through them we were able to guide 16,416 hours of internal training and the development of four virtual courses during the year.
total hours of training (internal and external).
33.17
hours of training per employee.
cop
1,728,345
average cost per employee.
total virtual hours.
One of our highest impact programs took place in August. Through the University of California at Berkeley, USA, 38 company leaders attended an Agile Leadership program to encourage start-up thinking.
We have designed our Celsia Leadership Model and the learning path for those who have this role in our organization.
In September 2019 we launched the Structuralia platform to promote and facilitate self-development in the company through 381 virtual courses available on energy and engineering.
Using a methodology based on the Kirkpatrick Model, Level 4 (Results), we quantitatively estimated the return on investment made in the training programs. We evaluated the learning, application and expected behavior, and we compared everything with the cost of the training activities. In 2019, we applied part of this methodology to understand ROI in the training program associated with the launch of the internet in Valle del Cauca.
In this measurement, we were able to show a 93% increase in the expected behavior of the employee, a positive indication of its effectiveness.
New Challenges
- Short Term0 to 2 years
- Medium Term3 to 5 years
- Long term6 years or more
Strengthen the development of necessary skills to promote a start-up mentality.
Put into operation the Virtual Reality Training Center.
Automate our scheme of indicators associated with talent development.
Continue to accompany automation, simplification of processes and elimination of physical formats.
Design two in-house specialization programs per year.
Strengthen the Knowledge Management Model with the inclusion of new practices.
Develop a laboratory cell for creative problem solving based on a start-up mindset.
Have a Contractor Training Center in alliance with SENA.
Develop training programs in soft skills with simulators using virtual reality technology.
Glossary
Structuralia
A Spanish training school specialized in energy and engineering, with a broad portfolio of virtual training on various topics of interest. It manages the platform that we also know as Structuralia (for virtual courses in our Company).
Kirkpatrick Model
The training or indicator measurement model consisting of four levels: Level 1 (reaction), Level 2 (learning), Level 3 (behavior), Level 4 (results).
Academy E4
An Educa Model Energy School. It is also our corporate university, where we support and develop all the training initiatives through appropriate management of knowledge.
FTTH Gpon and 5G Technology
A passive optical network with the capacity to transmit in Gbits, in the FTHH topology. It involves bringing a fiber-optic connection from the signal generation to the end user and allows offering voice, data and television services, etc. (5G). It is the fifth generation of mobile networks and offers services with navigation capacity of up to 10 GBps.