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79
MARCH 2014
policies with the job descriptions of our
staff. We also face challenges in the area of
the interchangeability of certain, specific
functions together with the organisation’s
need for flexibility in the development
of our international business and the
mobility of employees in support of the
company’s internationalisation.”
›
How has the MCGD been affected by its
correct timing to be amajor contribution
to the response to the challenges from
the Water utilities business?
PM: “Implementation of the MCFC
took place at the right time right after
the strategic changes to the Indaqua
organisation which were introduced
in early 2012. Now that the MCFC has
ended, is the right time to begin the
implementation of the MCGD. Both
models jointly constitute two major
pillars in the management of human
resources at.”
›
What benefits does Inaqua expect to
gain from the implementation of the
MCGD?
PM: “I believe that the MCFC and the
MCGD together will create a useful basis
for implementing a series of structured
actions at Indaqua. These actions
should aim to reward meritocracy and
provide the company with the tools
which will facilitate the implementation
of succession plans, increase job
satisfaction for our personnel and – as a
consequence – improve recruitment and
retention of staff.”
The following questions were put to the
Chairman of the Board of Indaqua, Pedro
Montalvão, who explained in detail the
challenges and the expectations for
the implementation of the corporate
performance
management
model
(MCGD).
›
What are the challenges for Indaqua
at the moment in terms of personnel
management?
Pedro Montalvão (PM): “Our biggest
challenges
are
connected
with
improvements to the effectiveness of
our training programmes so that they
are integrated into a systematic process
of development of human resources
and assessment of the performance
of employees as well as the gradual
alignment,
harmonisation
and
adaptation of pay and other rewards
"Now that the MCFC has
ended, it is the right time
to begin the implementation
of the MCGD. Both models
jointly constitute two major
pillars in the management of
human resources at Indaqua.”