Contents

Contents........................................................................................................................ 1 5.Strategy....................................................................................................................... 6

El Corte Ingls

Group 3

1. Introduction

This report is aimed at analyzing the Human Resources Management of El Corte Ingles Lisbon, whose strategy and systems are chosen by the HR department, how it deals with and moti ates wor!ers and how the HR measures are implemented" #ur methodology for this report is based primarily on an e$tended inter iew with the Manager of %election and Training of Lisbon&s HR department as well as publicly a ailable information released by the HR department at El Corte Ingles" The report starts with a summary of the company&s history and a brief description of the Lisbon unit that should pro ide some conte$t to the en ironment that informs the decisions and actions of the HR department, followed by a profile of the inter iewee" Then we depict Then are depicted the organization of the HR department and the strategies employed, as well as the systems and practices used to achie e their goals including insights into the recruiting and selection process adopted by the company" 'i en the company&s dimension and for the flow of the reading, it needs to be stated that this report is focused on the Lisbon unit, although references to both the (ortuguese and whole structure ) (ortugal and %pain ) are sometimes can be made" Moreo er, the HR analysis was focused on El Corte Ingl*s& core acti ity, and the complementary ser ices it offers were not the focus of the study" +ith this report it should be made clear what is the modus operandi of the company regarding the management of its wor!ers and how that aligns with the o erall position and strategy, as well as the results that the company has been obtaining o er the past few years.

El Corte Ingls

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2. Enterprise Introduction El Corte Ingles is the fourth biggest department and wholesaler store in Europe, and the biggest in %pain, where it was created born, counting with almost ,-- --- employees o erall" It started in Madrid, in ,./0, when Ramon 1reces Rodriguez bought a tailor store founded in ,2.- with good reputation among the citizens" 3eeping the original name, he constituted the company and after facing a ery difficult period during the %panish Ci il war the company e$perienced continuous growth" Its first wa e of ma4or e$pansions began in the 5-&s with new stores opening in 6arcelona, %e ille, 6ilbao and Madrid, followed by further openings in %pain and the broadening of ser ices offered by the company, with the ac7uisition of an insurance company and the constitution of a tra el agency" The company !ept growing within %pain until 8--,, when the first 9and biggest: unit abroad opened in Lisbon featuring se eral floors and outsourced ser ices li!e restaurants and cinema" ;i e years later, another unit opened in <ila =o a de 'aia, close to (orto" The company also has some supermar!ets in (ortugal > %upercor 9Lisbon store for e$ample: > and the opening of a third unit in Carca elos is under study" The stores offer a wide range of products > from music to wedding dresses > and usually each floor concerns a different theme 9for e$ample men&s wear:" 1lso, stores feature indi idual tailor ser ices and there is a constant search for and adaptation to the latest trends" 'i en the general higher 7uality of products and the specialized customer ser ice, EL Corte Ingl*s has an o erall higher price le el, therefore targeting a higher income customer segment than most department retailers" 1ccording to ?elloite& @'lobal (owers of Retailing 8-,/A, El Corte Ingles is the third largest enterprise in %pain, ran!ing 0Bth worldwide, with sales of ,8",B/ million dollars"

3. Interviewee Profile
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El Corte Ingls

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Cpon a first contact with the company through the general ser ice e>mail, an answer from =uno Car alho, Manager of %election and Training section within the Human Resource department of the Lisbon store informed that he would gladly grant the inter iew from which much of the report is based on" =uno Car alho has a degree on %ocial (sychology at Cni ersidade de Lisboa 9,..8: and an M61 at 1E%E 98--2:" His wor! for El Corte Ingl*s started in ,... in %pain, but with the Lisbon store opening in 8--, he was transferred directly to his current position, where he has been wor!ing for the last ,/ years" The inter iew, held in the Lisbon #ffices ad4acent to the store, went well and was hea y on information, as e$pected 9%ee 1nne$es 1 and 6:" Mr" Car alho was formal but open to dialogue and he gracefully pro ided all the information needed while also con eying an o erall image of the company&s position and its en ironment" He was therefore an internal hiring which reflects the company&s recruitment policy and attitude towards the a erage wor!erD to con ert employees into loyal and crucial pieces of a bigger machine, and allow their de elopment at both personal and professional le els, so that they can mo e upwards inside the structure" He described himself as being @part of the company&s furnitureA 9 Portuguese expression: Parte da moblia:, to e$emplify the long>term relationship that the company tries to create with its employees" The inter iew was followed by a guided tour of the offices, which had recently been mo ed from another part of the building" There is in a notable area di ision according to the wor! sectionsD the Human Resources ?epartment has part of the floor, the %hopping department has another and so on" 6esides this di ision that ta!es up the ma4ority of the floor, the offices also include rooms directed to meetings, presentations and training sessions" In addition, the selection process&s different phases also ta!e place thereD a room is reser ed for group dynamics, indi idual inter iews and other tests" The o erall area is ery busy but it seems to be well suited to the daily office life"
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El Corte Ingls

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4. Human Resources Structure

1s stated, El Corte Ingl*s has two stores in (ortugal, one in Lisbon and one in <ila =o a de 'aia, and it employs a total of /--- people ) between core and non>core 4obs" In <ila =o a de 'aia, there is a Human Resource ?irector that wor!s with a si$ wor!er team while the Lisbon unit functions as a store but it is also the head7uarters for the (ortuguese business" The Lisbon store re7uires a much larger team as it needs to not only ser e the demands of its own store but also of all (ortuguese operations including any re7uests that come from the <ila =o a de 'aia store" This unit is headed by a Human Resource ?irector who has two managers under his super isionD the manager of E(ersonnel 1dministration& and the manager of E%election and Training&" The (ersonnel 1dministration manager coordinates a team of ,5 people that, subdi ided, deals with all bureaucratic issues of the human resources of the companyF it o ersees employees& payment, but also designs contracts and manages medical issues, as well as all other bureaucratic aspects" In the %election and Training section, the manager organizes the wor! de eloped by a group of ,,F this crucial sub>department is responsible for the recruitment process, training sessions and e ents, moti ational and integrati e initiati es and performance e aluation" The company&s Human Resource department > especially in the Lisbon store > has been de eloping itself, grounded on a ery uni7ue strategy e$plained ahead, and it is considered to be aligned with the company&s size and needs" El Corte Ingles& approach to the Human Resource structure represents a ery uni7ue and remar!able case" It is a department that, since the beginning of the business, has combined bureaucracy and administrati e functions with a people>centered management approach and has a considerable size within the company&s similar le eled departments"
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It does not outsource HR functions, thus dealing internally with wor!force reduction, pay and benefits, recruitment and selection, and training" This method of operations was de eloped when the business started in %pain, and it has de eloped and impro ed since then" The fact that the company freely manages its HR to suit its strategy is ta!en as a competiti e ad antage, despite the added costs" E en though trends are slowly changing, the ma4ority of (ortuguese companies& HRM functions are still not considered crucial in the o erall structure and for the de elopment of the business itself, and are generally seen as ha ing administrati e purposes only" This comes from a general lac! of credibility in HR functions and output, and also from the national framewor! of company typology ) ownership, size and structure ) which is characterized mainly by micro companies, %MEs and family owned businesses" Thus, we can say that El Corte Ingl*s falls out of this conte$t, but for good reasons gi en its continuous success" The (ortuguese business, aligned with the o erall group size, is bigger than that of traditional national companies, and, unli!e them, it is people centered" 1lthough a lot of this has to do with the business itself, it can&t be disregarded that the mind>set behind it can be adapted or other acti ities and industries" El Corte Ingles is then in the HRM networ! type companies, that oppose to the familiar and bureaucratized types"

5. Strateg El Corte Ingl*s is percei ed by clients as a complete retail store where they can get abo e a erage 7uality products complemented by a personalized customer ser ice" Many times the actual sale depends on the salesperson > a client may not buy and may not return to the store if the employees are not up to the high standard that they e$pect > therefore the salesperson is the central focus of the company&s HR strategy" If such a strategy was not defined, then El Corte Ingl*s would be 4ust another department store, undifferentiated from others, which would compromise the business success"

El Corte Ingls

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E en though it started as a family business in %pain, the early e$pansion and rapidly growing comple$ity of the business re7uired HR to be gi en special attention and recognition" Therefore, HR strategy was a priority in the positioning of the company, and it had to be assured that its standards would be followed and applied in all stores, in order to achie e coherence and unification" +hen e$panding to (ortugal, the methodology transposed borders, simply applied to (ortuguese business reality and consumers" This means that the way HR is managed and de eloped is o erall similar within all stores, although wor! specificities may differ between regions" Csing the Lisbon store as the model, the HR department has considerable dimension, and its !ey focus is the sales force" 6y defining goals, means to achie e them and establishing annual performance e aluations, the HR team influences and coordinates the wor! of the whole unit, since it targets not only salespeople, but also the Ebosses& and intermediaries" There is a huge bet on training, teaching and feedbac! and it is intended to construct a continuous learning and dynamic en ironment, where employees are encouraged to share their opinions and ideas" It is necessary to ta!e into account that creating a strategy that crosses borders and is followed and applied to ,----- wor!ers is not a simple tas! and thus we can say that the company is succeeding in its global HR strategy" 1 client that goes to the Lisbon unit and then isits the <igo store will still feel that he is in El Corte Ingl*s, and he is in fact in 8 different countries" ;inally Corporate %ocial Responsibility practices are incorporated in the strategy, not only because of the belief that the company should be in ol ed in the community but also for the personal de elopment of employees" The in estment in the HR strategy and namely in the salespeople became a point of difference for the company, and its customer ser ice one of its flagships.

El Corte Ingls

Group 3

!. S stems and practices This section is aimed at the analysis of the company&s specific HR practices and how they are connected with each other" The company&s acti ities EbeginGend& around March, following the busy Christmas and =ew Hear&s season" This is when the company conducts result e aluations and appro es the plan with ne$t year&s Eresolutions& and ob4ecti es" This general process applies also to the HR planning, which is de eloped in the same general time frame" +hen each period ends, an 1nnual (erformance E aluation is conducted, where all employees fill self and hetero>e aluation components, but it also contains sales indicators, absenteeism and discipline measurements and ob4ecti es reached and failed, among others" The final document is called Ioint E aluation 'rid and it re7uires board appro al" 6esides the main e aluation purpose, this document allows the employees to gi e feedbac! and also to 7uestion their assessment, which is optimal when trying to create a dynamic en ironment" ;inally, it ser es as ground for implementing correcti e measures and studying e entual promotions" In terms of 4ob design and performance management the company focuses primarily on indi iduals with a still significant collaborati e and team wor! component" El Corte Ingles is doing rather well on both these fronts due to its team organization structure, s!ill de elopment and 4ob rotation that ma!e for high indi idual performance and networ! effecti eness impro ement" The company&s recruitment policy features a high degree of internal hiring, regularly mo ing people around 4obs according to their abilities and !nowledge" =e ertheless, e$ternal recruitment is preferred for store openings and also when it is felt that new ideas and insights that can not be found internally are needed" The recruitment process 9mainly for endors: tries to attract young, dynamic and

empathetic candidates, in order to !eep the company Efresh&" The recruitment process has / distinct phasesD an information session, a group dynamic session and around 8 indi idual inter iews"
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This process see!s to e aluate not only competences but also people and relationship capabilities, which are crucial gi en the company&s wish to create a long>term relationship with employees > 20J of the Lisbon store wor!ers are effecti e" The Christmas period is the busiest time of the year for the company and the recruitment team is no e$ception since a lot of temporary hiring ta!es place > 80wor!ers in 8-,/ ) as well as a lot of e aluations for future permanent positions" ;or integration purposes, a new effecti e employee is sub4ect to initial training in his area and to two e aluations in the first two months, period where heGshe also has a supporti e tutor" The company has se eral e$tensi e training and specialization opportunities that pro ide wor!ers the ability to enhance their s!ill set" To start with, internal courses directed at salespeopleGemployees& are de eloped according to their needs and to trigger better customer ser iceD ;1< <I ) @<ender MaisAF ;eedbac! para <ender e ;idelizarF MC% I ) @1 CooperaKLoAF MC% II ) @1 %oluKLoAF 'estLo de (ro4ectos and (lataforma de Indicadores de 1limentaKLo are some e$amples from 8-,/ 9see 1nne$ C"ii::" 1 little less than half of these programs ta!e place during the 4ob, and the remaining in a more traditional teaching en ironment" The numbers show ery accurately how much is the company betting on training to meet its strategyD 8M5"/8M hours of de elopment courses > .M hours per employee > of which MMJ were directed to department salespeople, ,8J to wor!ers on food field and the remaining to wor!ers on ser ices" Most sessions are held in Lisbon but some ta!e place in Madrid, where the company&s biggest training center is located" 1s we can see, there is an e$tra effort in training sales force, because they are the ones representing the company and the ones responsible for pro iding good e$periences for customers" El Corte Ingl*s also has a special program that allows highly s!illed people in one area to teach and help their colleagues de elop their capabilities, this has a dual roleD on one hand they ma!e the teacher feel that his !nowledge and wor! are alued, which increases 4ob satisfactionF on the other hand, his colleagues will recei e new !nowledge that will maybe someday allow them to perform dual roles or branch out into different areas"
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It is also worth mentioning that wor!ers with leading positions > bosses > are also an important target of training" They ha e their courses 9often in con4unction with the the same as salespeople: that aim at de eloping team management s!ills under distinct scenarios, for e$ample" %ome courses pro ided in 8-,/ areD ReuniNes de 'estLo de MercadoriaF 'estLo de (ro4ectosF Melhoria ContOnua em %er iKos ) 1 CooperaKLoF Melhoria ContOnua em %er iKos ) 1 %oluKLo" +hen considering the human resource strategy regarding both the construction of a cooperati e en ironment where wor!ers can ha e a sense of belonging and the intensi e in estment in training for de elopment, we reach one of the most important creations of the HR departmentD the E1 'ente& magazine 9see 1nne$ C"i::, from wor!ers to wor!ers" This monthly internal magazine is a (ortuguese original creation from and for the Lisbon and 'aia unit and has, by ;ebruary 8-,B, ,B, editions" It includes training statistics and contributions from wor!ers" In the former we can find a section on numbers and detailed description of the courses abo e mentioned 9for sales force and managers:" The second item can include e$amples li!eD a saleswoman from the boo! section gi es her month top 0 boo! suggestionsF another from hygiene and cleaning management is inter iewed for indications and ad ice" 1lso, there are articles on chosen topics li!e health, the monthly e ent calendar, a section to present recent mothers of the wor!force ad their babies, and gathered descriptions and feedbac! of past e ents and initiati es" Moreo er, it comprises a section for El Corte Ingl*s wor!ers& organization 'RECI 91nne$ C"iii::, that reports some of its acti ities" This group was created by wor!ers to put together initiati es li!e olunteer actions or leisure acti ities 9see 1nne$ C"i :: ) li!e marathon participation and dinners" %o, this magazine helps fulfilling some of the strategic HR ob4ecti esD wor!ers feel integrated and alued since not only this is made for them, but they actually get to participate, contribute and state their opinions and feelings towards specific issues" It is one of the most important HR tools, because e en though it in ol es considerable effort and resources, it gathers substantial information on the wor!ers thoughts and
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wishes as well as a platform to inform wor!ers of decisions and actions ta!en by the HR department" It pro ides a ground for analyzing the o erall flow of wor! and creates guidelines for future actions" In addition it ser es as a way to engage wor!ers by gi ing them the ability to contribute, ma!ing the magazine a part of the 4ob engagement strategy of the company" 1s we ha e seen, El Corte Ingl*s cares to de elop its wor!ers through training, something which is relati ely rare for the industry" 1nother issue to be considered regards high potential wor!ers" In this Ioint 'rid, there is a space aimed for any boss to identify out of the a erage wor!ers" This creates a database, consulted when promotion opportunities, raises and special de elopment chances emerge" If a good employee, or any other, starts to not meet hisGher responsibilities, the steps to follow areD identify himGher, discuss the problems and try to correct them, always with hisGher direct boss at first, but if needed, with a superior responsible and at the limit, with the HR direction" 1n interesting feature of El Corte Ingl*s HRM processes, which is not applied by that many companies and especially in the retail business namely retailers, is the conduction of e$it inter iews" The inter iew aims at finding what moti ates the employee&s decision, to do a balance of the wor! de eloped, to !now what can be impro ed in HR policies andGor in selection processes" Conducted by a member of the HR direction, this session&s content is later debated with the employee&s direct chief and a report is later presented to the ?irection" This is an interesting practice that has the potential to help many companies impro e whate er flaws are indicated by lower stages& employees and that are harder to percei e by a regular manager for instance" It can be said that all of the practises and actions de eloped function as an engine for the creation of a good wor!ing en ironment and the establishment of good relations" 6y guaranteeing that all wor!ers& opinion and wor! itself are alued, the company aims its daily business to one where collaborators feel integrated, part of something bigger and where they are gi en something that can ta!e that beyond the wor!place" The salespeople in particular are moti ated because they understand that they are not only responsible for the sales, but also for representing an enterprise that wants to stand out in its customer relations and tries to create brand loyalty" Complementary to this are
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the sales commissions that they earn many times indirectly by incorporating the companies& alues and simply being nice, respectful and helpful to clients" 'i en the set of practises we ha e presented abo e and the way they are conducted, we can say that there is horizontal fit among them, since they function for the same purposes, being aligned and complementing each otherD the recruitment team has a ery good notion of what !ind of person they are loo!ing for in employees, and only if they perform their 4ob well can the training department de elop successful and ade7uate education for those wor!ers" Moreo er, it can be concluded that there is also ertical fit in all these practicesD e en if practices function independently they are interconnected and united under the HR system and towards the company&s strategy which in ol es employees& personal and professional de elopment, moti ation and satisfaction, and loyalty"

". #onclusion El Corte Ingl*s Human Resource strategy was built and de eloped in %pain, alongside with the business launch and growth" 'i en its decades of success, it made perfect sense attach it to international e$pansion, since it had a solid and pro en foundation it pro ided a solid bac!ground" (ortugal was the first country targeted for e$pansion to e$perience this, and now as we ha e seen it can be concluded it has a successful and well designed structural organization" The company&s positioning differs from other competitor department store retailers because not only does it offer more products and ser ices, but also because it grounded its alue offer on specialized costumer ser ice that became and is nowadays the brand&s image" This !ind of differentiation point is not attained without effort" To get there, the company bets on de elopment based on e aluation, feedbac!, and training" The latter is s!ill and !nowledge de elopment focused, and, while not disregarding any sectors, it
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still targets mostly the sales branches > the attention gi en to sales force capabilities helps impro e customer ser ice 7uality and allows for wor!ers& physiological growth" The Lisbon HR department ma!es a strong effort to use modeled and general HR practices to its fullest potential" It has a strong program based on 4ob enrichment, which features high wor!er interaction and cooperation, an internal magazine and the possibility for a competent wor!er to act as a teacher for other wor!ers > which creates strong effects on the satisfactionGmoti ation of both parties" Moreo er, sales force recei es a commission on sales which leads them to ma!e e$tra effort" The company also conducts a controlled performance e aluation system and also e$it inter iews > practice that is seldom used e en in ery sophisticated companies" In an age where traditional retail department stores are under se ere threat from online retailers El Corte Ingl*s& customer centric approach has allowed it to continuously prosper under an increasingly difficult en ironment" Howe er this stratey can only succeed with the support of a capable HR department that properly utilizes its hirings, personnel de elopment and reward structures in order to align the wor!ers with the goals of the company" 1s we ha e demonstrated, they ha e been well up to the tas!" $. %nne&es %' Interview (ranscript wit) (raining and Selection *anager +uno #arval)o ," #ould ou descri,e me t)e structure of t)e Human Resources -epartment. In <ila =o a de 'aia&s El Corte Ingl*s, we ha e a head chief of Human Resources wor!ing with a team of 5 people" In Lisbon, due to many factors li!e being the national head7uarters and the need to ha e the means to reply to 'aia&s needs, the structure is a little bigger" +e ha e a Human Resource ?irector, then two managers who respond directly to himD (ersonnel 1dministration and %election and Training" The first one wor!s with a team of ,5 people di ided by teams that are in charge of dealing all the bureaucratic aspects of Human Resources, from medical issues to payment" In the %election and Training, we ha e a team of ,, people apart from the chief 9inter iewee: responsible for all the recruitment process, for performance e aluation, training sessions, and so on"
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8" -o ou t)in/ t)e si0e of t)e HR department is co)erent wit) t)e needs and volume of t)e compan itself. Hes" +e are ready to respond to 'aia&s unity re7uests if needed and at the same time we manage to coordinate a total of /--- wor!ers at national le el" /" 1as a strateg initiall defined or )ave ou ,een constantl c)anging and adapting over time. #ur basic ways of wor!ing and methods deri ed directly from the strategy applied in %pain, but of course we had to adapt it to the (ortuguese reality and wor!ers" In 8--,, when the Lisbon store opened, there was a massi e and unli!e any other recruitment campaign we& e done so far" B" 1)ic) strateg is t)at. In the beginning, recruitment had to be done e$ternally" +e had to pic! people from all different companies, many times e en from competitors" Howe er, our usual strategy is to ma!e contracts internally and mo e current wor!ers around, when needed" #f course many times there has to be a re4u enation of staff" #nce inside, we rely on training and specialization to pro ide our wor!ers constant learning opportunities that will allow them to increase their !nowledge in many different areas other than their e$pertise one" +e also rely on the creation of a unified en ironment, where e eryone has a sense of belonging that goes beyond the wor!place" #ur strategy is hea ily based on the construction of a dynamic en ironment where people are constantly learning ad being called out to show what they do best" +e actually care about our wor!ers" The endors, in particular, are much targeted because in the contact with the client, they are the company&s identityD their mood and beha ior dictates many times the success in sales and the type of impressions that clients ta!e away to their friends and family" They are, in fact, a !ey element, if not &the& !ey element that our business depends on" 0" 1)at made ou c)oose t)at strateg . -o ou agree wit) it or do ou consider t)ere are some adaptations re2uired. It is a strategy that has been wor!ing for us as well as for the %panish mar!et" #ur model, as stated before, was based on the methodology already used in %panish stores, and adapted to the (ortuguese mar!et, wor!ers, clients, etc" It is a strategy that distinguishes us from the rest of the retail mar!et, which usually does not put together all these practices and many times outsources HR functions, and actually gi es us some recognition in the o erall national mar!et" =ot many companies de elop this type of
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human resource base and that ma!es us an atypical company, in a good way" #f course, together with the benefits of such a strategy, we also need to account for the costs" 5" In our case3 was our professional pat) made internall until )ere or were ou directl contracted from outside t)e compan . I actually had already been wor!ing for El Corte Ingles in %pain for 8 years before the Lisbon store opening in 8--," I was selected directly for my current position in that same year, and so I& e been de eloping my wor! here for ,/ years" My case is actually an e$ample of the loyalty that the company has with its wor!ers" 9Fao parte da moblia) M" How do ou descri,e t)e environment of t)e HR department and of t)e compan overall. I would say that the company o erall has a good wor!ing en ironment" #ur strategy also focuses on that, and so, e en if sometimes not e eryone is happy or completely satisfied, in general e eryone gets along and there is the sense of belonging and being an important piece of something" 2" How are t)e emplo ees motivated. 1ll employees, no matter what, need some !ind of moti ation that gi es them at least the energy to wor! e ery day with a smile on their face" They are, for all that matters, the face of the company and we need them to be happy in order to ma!e the client feel happy as well" 'ood feedbac! regarding El Corte Ingles from clients and friends is always a way to somehow see your wor! recognized and at the same time is an inspiration to !eep doing it better" 1lso, the endors position also relies on sales commissions, so the more clients they are able to capture, the better for themsel es" #ne of the initiati es that we ha e that really ser es this purpose is for employees to promote training sessions where the most s!illed, e$perienced or specialized wor!ers in a certain area, teach and help their colleagues to de elop their capabilities" ;or e$ample, a mechanic that wor!s in the machine room will gi e a specialized training to the endors of the men&s department" This wor!er will feel his wor! and !nowledge appreciated, he will feel needed and important, and that is one of the strongest moti ators" 1t the same time, other colleagues learn more about other areas, and maybe someday they can ha e more than one specialization and e en perform in different areas" ." -o ou )ave usual proceedings in terms of feed,ac/. +e encourage the wor!ers not to feel apprehensi e about the HR department and we foment the continuous communication and change of ideas" 1ll wor!ers undergo an
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1nnual (erformance E aluation, with both self and hetero>e aluation, which after a board meeting, results in a single document, the E'relha de 1 aliaKLo Con4unta&" It contains sales, discipline and absenteeism indicators, ob4ecti es reached and failed, e aluation sheets, complementary indicators" The wor!ers can therefore 7uestion their e aluation and tal! to us whene er they feel li!e it to a oid any resentment or discomfort" ,-" 4ne of t)e e&amples t)at we were given in class was a,out El #orte Ingles wor/ers from 5is,on3 t)at w)en t)e visit anot)er compan 6s unit in Spain3 t)ere is a sense of proud and familiarit towards t)e wor/ers and t)e s)op as a w)ole. 1) do ou t)in/ t)is )appens. +e try to de elop a strong sense of belonging and loyalty to the company" 1fter all, we are all here under the alues and methodology of our %panish Ecasa>mLe&, so it is 7uite e$pected that, if we are successful in our Human Resource strategy, our wor!ers can identify will others in other stores and feel proud of being a part of such a big family" ,," -oes t)e compan prefer to promote internall or contract e&ternall . It is common to promote internally wor!ers that ha e an e$cellent performance and that carry the company alues" +e do that ery often" Howe er, we are not fundamental about it, it is also necessary to contract people from outside to higher positions in the company to insert new perspecti es and alues that may benefit the company" ,8" 1)ic) s)are of t)e structure would ou sa t)is department )as. The department is ery important, as it is in any company with so many employees" It is particularly important for us, gi en the importance that we gi e to our employees& performance and understanding of the company&s differentiation" The endors are the most important assets and all the departments that wor! to impro e their wor! are of most importance to El Corte Ingles" ,/" 1)at /ind of opportunities and training do emplo ees. +e continuously try to offer more and better training opportunities to our employees" Hou can chec! our HR magazine that has data on last year&s training numbers" +e ha e courses de eloped by oursel es and courses from e$ternal pro iders ,B" How do ou relate wit) t)e ot)er companies t)at ,elong to t)e group3 suc) as t)e supermar/ets3 travel agencies and informatics services. #ur Human Resources are mainly allocated to the <endors and %upermar!et positions ) around 2->.-J" Howe er, we can also pro ide assistance to the Informatics, Tra el and
16

ou offer to

our current

El Corte Ingls

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Telecommunications agencies, which were already independent companies incorporated in El Corte Ingles" If they need someone, we can select candidates for the tas!"

7' 4t)er Information 1nnual (erformance E aluationD %elf and Hetero e aluation that after a board meeting results in a single document, the E'relha de 1 aliaKLo Con4unta&" It contains sales, discipline and absenteeism indicators, ob4ecti es reached and failed, e aluation sheets and complementary indicators" ;ormal e$ercise begins in March so this e aluation is done after the Christmas and =ew Hear&s E e periodF #b4ecti es are set in March" Chief&s E aluationD salesF management and merchandise brea!s 2-- new contracts in 8-,/ ) mainly substitution purposesF 20J of employees are effecti e" 80- Christmas contracts 9usually 8 months: in 8-,/ ) e aluation for future positions 6eginners contract on e$periment basis
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RecruitmentD candidates seen and treated as employees, always get an answer e en if negati eF / phases of recruitment processD informati e session, group dynamic 9tests li!eD what !ind of boss do you want to ha e:, 8G/ indi idual inter iewsF Relationship capabilities are e$tremely important and it is pretendend to e aluate competences, but also people"

8-,8 and 8-,/ were really important years for HR de eloping, which has been increasing o er years ) new courses, lines of wor!" 8B2 interns in 8-,/, spread across all departments, contacts with 0- schools The %panish Main training center is located in MadridF some of (ortuguese sessions are held there" %trategyD mobilize, promote !nowledge, and direct it to the right placesF enlarge !nowledge uni erse of each wor!erF to ha e recognized, alued and proud wor!ersF techni7ue sharing with two way training sessionsF retail companies with specialized wor!ersF nuclear core business is managed mainly with internal human resources

#' Pictures of El #orte Ingles internal maga0ine i" ;ront page of the magazine"

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Training courses gi en to employees

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1cti ities de eloped by the wor!ers group, 'RECI

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Employees& leisure acti ities coordinated by the HR department

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22