Humane Practices
In a year marked by global economic crisis, Cargill maintained its number of employees, viewing them as crucial to the success of its businesses. Thus, the company closed the fiscal year with 6,032 direct and 4,042 outsourced employees, representing increases of 4% and 29%, respectively, compared to 2008. Of total outsourcing, 22% is allocated to contracting for building projects at the Primavera do Leste (state of Mato Grosso) and Uberlândia (state of Minas Gerais) plants. Listed for the ninth consecutive year as one of the 150 best companies to work for in Brazil in the ranking by "Você S.A." and "Exame" magazines, the company strives to be an increasingly sought-after place of employment.
In addition to seeking professionals on the market, Cargill provides development opportunities for the growth of its teams by means of an internal recruitment system. In 2009, this practice benefited 84 employees, who filled 51% of the positions that became available.
Internship and trainee programs have also been successful throughout the year: 7,700 people applied to work as interns and 81 were hired by the company; these are students in their junior or senior year of undergraduate courses in different areas. Under the Trainee Program, 12 people were selected from 9,000 applicants.
Cargill closed 2009 with 6,032 direct employees, representing an increase of 4% on the previous year.
These and other people management practices are based on the Cargill Leadership Model (CLM), which covers all hierarchical levels. The Model specifies the desired employee competencies: Learning, Execution, Knowledge, and Behavior. In order to attain these skills, Cargill makes the case for three core CLM values: Integrity, Conviction, and Courage.
Also based on the CLM is the Performance Management Program, which includes 360º evaluation and mapping of employees’ skills to define actions that lead them to achieve the competencies desired by Cargill. The employees themselves, together with the managers, draw up personal development plans and define goals for professional growth. In 2009, 691 people participated in workshops on the Cargill Leadership Model. The company has already begun to adopt an electronic performance assessment tool which will reduce paper consumption and process bureaucratization.
The Engagement Survey has undergone revision and will have its scope expanded in 2010, when additional topics, such as sustainability and reputation will also be considered. The tool will also aid the company in planning its actions regarding diversity, employee satisfaction with the work environment, and their safety to act spontaneously and express their opinions.
In terms of diversity, the Integrate Program is worthy of mention. It was developed in partnership with Instituto Pró-Cidadania to recruit, integrate, and train people with disabilities. Currently the company has 175 professionals with this profile.
