Training and professional development 2016

We work to respond to the needs of our internal clients, businesses and collaborators, in accordance with the training axes, attracting external and internal talent and professional development. At B: SM we design the Training and Professional Development Plan to respond to the training needs detected for the improvement of workers' skills.

Achievements 2016

• Implement Professional Itineraries in the company. The goal of professional itineraries is none other than to help the B: SM staff who voluntarily wish to grow professionally within the organization. Therefore, in 2016 we offered different training pills that would help them improve in those skills that may accompany them in the future, if they wish, to access other jobs within BSM. The acceptance has been quite satisfactory: 12.39% of the staff took up the itineraries and were trained in at least one of the training pills we offered. 164 workers carried out one of the 7 training actions with a total of 3,469 hours of training. At the same time as Park Güell, the Talent Circuit was promoted with the same goal.
• Deepen in the relations University/Company. The aim was to establish a collaborative agreement with universities to incorporate interns into the company. The agreement has not been made, but this year, we have increased the number of interns: Three more departments have incorporated interns. We also want to emphasize that we have not only focused on the university field but also collaborate with Training Cycle Centers and Centers that provide Professional Certifications.

Highlights 2016

96.96% of the workforce has completed at least one training action in 2016 and the total number of training hours has been the highest in all years of B: SM: 29,216 hours.

The Professional Itineraries model received a special mention in the 2016 Talent Mobility Awards, given by Consultant Lee Hecht Harrison, in recognition of working for the professional development of workers.

In the Talent Circuit, the participation was 22% of the Park Güell staff (79 people), 11 trained workers and 220 hours of training.

The trend of the last three years is to increase the number of attendees in the training, with the aim of getting to teach at least one course to each person in the organization. It can be seen in the historical graph of training indicators, that of the total workforce the% of workers trained this year has been 95.92%, therefore 5.13% more than the in 2015.

Attendees by gender

History of Training Indicators

Hours per person and category

History of training hours by category

Percentage of staff trained according to employment relationship

Average hours of distributed training according to employment relationship

See the history of Training indicators

Training hours by category and gender

Training actions by objective

Distribution of participations by objectives

Hours per job

Hours dedicated to gender training

Annual history by purpose and gender

New performance evaluation

The Performance Assessment that was conducted each year has changed. From now on, the performance appraisal will focus on the percentage of the employee’s achievement with respect to the mission objectives of each business and unit. The dropout assessment part will focus on the competency part of the worker to help him improve in those skills he needs. That is why we are working on a new model that we will present in the second quarter of 2017 and where the commands will be able to competently evaluate their team. In 2016, 71 B: SM and PATSA commands were evaluated.