People

People Policy

What is vital to become an Odebrecht Team Member?

Desired Characteristics of an Odebrecht Team Member:

  • Spirit of Service: For the Odebrecht Organization, one of the essential characteristics of its Partners is the Spirit of Service. The posture of humbleness and simplicity translates the genuine enjoyment of giving of oneself in favor of the development of all. Motivated to serve instead of desiring to be served, the Odebrecht Partner is devoid of vanities and understands that the most effective way of potentializing the individual strengths is to mobilize the integrated and coordinated strengths of everyone involved and the circumstances. It has its own convictions, trusts in People and in their potential for development and is willing to influence and be influenced in the quest for what is right.

  • Purposeful Ambition: The Odebrecht Partner has ambition of purpose, allying high performance with a low ego. He or she is never satisfied with the achieved results. Always establishes a new challenge to be met and decides and acts based on the present, perceives and acts on trends with aims of molding the desired future.

  • Objectivity and Determination: With objectivity and determination, the Odebrecht Partner identifies what matters and makes a difference. Establishes and concentrates on priorities. The Partner has self-discipline, is persistent in the quest of what wishes to achieve, overcoming obstacles without losing focus along the process.

  • Creativity and Innovation: Creativity and innovation allow the Partner to be capable to look at what exists from different angles. He or she is capable of seeking differentiated solutions for new challenges. Disciplines his or her own creativity to identify innovative, productive and useful solutions that contribute toward a better world. Seeks knowledge that already exists in the Organization as leverage for innovation.

  • Flexibility of Behavior: The Odebrecht Partner knows how to relate to others, knows him/herself well, maintains their own emotional balance and that of the People that surround him/her during adverse situations. Has behavioral flexibility and is able to adjust to the circumstances without bending on fundamental values. Respects and integrates individual differences and preserves and develops moral wealth.

  • Positive and Constructive Spirit: The positive and constructive spirit distinguishes the Odebrecht Partner for his or her optimistic posture. Capable of communicating clearly and transparently and reacts positively to the challenges proposed. Transforms problems into opportunities. Has conscience that individual participation can contribute towards the improvement of the whole. Helps to create a climate that facilitates the exchange of ideas and that builds solutions based on People’s strengths as opposed to their weaknesses.

  • Mobility and Adaptability: Mobility and adaptability help the Odebrecht Partner develop a global vision and the ease for adapting and interacting with new cultures. Seeks his or her own integration and that of his or her family with new environments. Establishes a network of relationships based on long-term relations of trust. Capable of understanding and dealing with uncertainty and the limits surrounding human relationships. Handles ambiguous situations well. Is willing to take on new challenges and groom new teams.

Identification of People

The Odebrecht Organization prioritizes the hiring of youth with the desire and capacity to serve, who demonstrate humbleness, simplicity, have a solid moral base that results from their upbringing and natural maturity for their age. This maturity does not imply complete technical knowledge and/or life experience. They should look toward the future and see the potential self-development and integration of the youth, and not only value their past as reflected in the formal CVs.

Development and Integration of People

  • Education Through Work: is the base of the Planned Delegation process

  • Education for Work: is complementary and should not be understood as a replacement for Education Through Work. 

Roles and Responsibilities

The Role of the Educational Leaders: 

  •  Identify, develop, evaluate and integrate People

  • Know their Team Members

  • Awaken the consciousness of their Team Members as to the responsibility for self-development, results, growth in the Organization and post-career planning

The Role of Our Members:

  • Understand, accept, and practice the Philosophical Concepts of the Odebrecht Entrepreneurial Technology (TEO)

  • Assume the commitment to his or her self-development

  • Have the courage to explain his or her Life and Career Plan

  • Contribute toward the development of the People with whom he or she interacts

  • Makes available and seeks out, both within and outside the Organization, the knowledge necessary for implementing his or her Plan of Action 

  • Remains permanently dissatisfied  with the results obtained, seeking growing challenges

The Role of Support of the People and Organization:

  • Work pro-actively to ensure the practice and discipline of the PA Cycle

  • Have a contributive posture, without being negligent, and is provocative, without being disintegrative

  • Actively participate in the structuring of demands related to People

  • Are a reference for the other Organization Members

  • Posture and attitude must transmit the TEO values

  • Together with the Leader, monitor People and the communication amongst them in order to support them identify the necessary actions

  • Influence the Leader in the sense of disseminating, preserving and practicing the Organization's Culture

  • Contribute toward enriching Education Through Work through Education for Work initiatives

  • Share experiences and aligns criteria and practices focused on People

  • Provide the Leader with qualified information about the practices and initiatives of the Organization's companies and the trends present in the external environment

  • Help define indicators related to People

Orientations for the Practice of Evaluation

  • The practice of constant, open, and direct dialogue during the Plan of Action Cycle constitutes the basis for the Evaluation

  • The spoken word with spirit has the gift of achieving and leading to action

The following are the parameters for the evaluation:

  • Knowledge, Acceptance, and Practice of TEO

  • Integration to the Organization

  • Generation of Results

  • Representing  the Organization

  • Specific Education

Strategic Indicators of People

Identification of People 

  • Quality of the work environment: motivation and engagement of People 

  • Hiring of Interns and Young Partners coming from the market 

  • Allocation of Young Partners at the Small Firm

  • Hiring of people of diverse nationalities

  • Allocation and integration of Mature Leaders

Development and Integration of People 

  • Movement of Leaders amongst the Companies of the Organization 

  • Quality in conducting the PA Cycle 

  • Referral and planning of Leaders for post-career

  • Efficacy and efficiency in the Education For Work programs

  • Presence of Leaders in Education For Work programs

  • Synergies amongst Businesses in relation to the Education For Work Programs and Management of Knowledge 

  • New members admission to ODEPREV and average % of participants’ contribution

Evaluation Practice 

  • Discipline of the PA Cycle 

  • Launch of new Leaders of the Small Firm and Support Areas

  • Termination of Members from the Organization based on the evaluation and the Member’s own decision

  • Exposure of Leaders in Strategic Programs

  • New Launches vs. External Hiring