Faculty - RRHH


We worked on several strategic indicators in Human Resources during 2021.

To begin with, we focused our efforts on continuing to stay close to people; not only through an active and transparent communication, but also by generating different open spaces to receive feedback, such as the pulse survey held in June. It emerged that 80% of the staff understood that the school was managing the current situation effectively and felt backed by the institution and its leaders despite feeling under exacting conditions. They also recognised the role of the school in being flexible to accompany family organisation and helping to strike a balance.

"It emerged that 80% of the
staff understood that the
school was managing the
current situation effectively
and felt backed by the
institution and its leaders"

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Along the same lines, we worked to sustain and improve the value proposition of the SASS employee with various actions aimed at their well-being and care. In addition to following up on protocol problems and carrying out continuous training, we mapped the health of our staff through a survey that allowed us to quickly identify any population at risk, the challenges of the face-to-face / hybrid model, and their vaccination status. Likewise, we managed the donation and purchase of facemasks as well as carrying out a free of charge flu vaccination campaign for our staff.

To help navigate through a definitely uncertain, ambiguous and complex scenario, we kept open the spaces for listening and dialogue pioneered in 2020: a psychological support network and a network of counsellors for our staff.

Continuing with digital transformation and our path towards being a more agile organisation introduced in 2020, the digital receipt and code of ethics portal was put into operation and an HR dashboard with a traffic light of key indicators was implemented.

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We had several lines of work in talent management:

On the one hand, we ran 52 different position searches in the year including the one for Head of Secondary.

On the other hand, we outlined a strategy to attract, empower and develop talent with a focus on three key issues:

  1. A compensation and benefits strategy including how to improve the salary proposal so as to continue being an attractive employer indicator. Throughout the year, four salary increases were approved and those cases of differential increases that required individual negotiations were worked on. In December 2021, and as part of an analysis and greater understanding of market competitiveness, Towers Willis Watson Argentina S.A. was commissioned to carry out a compensation and benefits study that will allow us to manage our strategy for 2022 more effectively.

  2. Management by competencies and life-long learners. Implementation of a performance management system for Heads. The same was replicated for the support area teams, including an introduction to skills and 360° feedback.

  3. Employee experience: meetings with several consultants to work together on strategies on how to improve the employee experience with a holistic view that includes everything from the onboarding to the offboarding process.

One great challenge was to install the value of diversity and inclusion on the organisation's agenda, and we feel the satisfaction of having achieved it. On the one hand, we advanced in the awareness of this issue with the diverse stakeholders. Presentations and work plan proposals were put together, there was training for the Heads and we worked on the search for a strategic partner that could accompany us and guide us throughout the process.

Likewise, the reflection and self-diagnosis exercises raised questions as to how to behave within the organisation today and what we want our work environment to be like. In line with this, a new Code of Ethics for staff was implemented and communicated to the entire organisation together with the launching of the Resguarda tool to confidentially channel reports of irregularities.

As part of our compliance plan, we worked on risk management by creating a risk map of the HR area, which resulted in a common understanding with the rest of the management teams in order to add a complementary perspective to our own.

The management of the 2021 budget involved the detailed analysis of costs, productivities and the challenge of reviewing and changing structures and organisational charts with a great level of detail. This included a salary restructure in Kindergarten, with a review of positions and the communication of these agreements in individual meetings.

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