Novasoft: Innovación, Tecnología y Conocimiento

A sound management of human relationships is one of the basis of the Novasoft Business Model. Our employees are “Internal Clients” as we do not consider our personnel as a passive working team but as an active part of the company and the source of our intellectual capital which paradoxically is the most tangible of our assets.

In this sense, the management of the Human Resources is included in the strategic planning of the organisation. The Human Resources policy is based on:

1. A personal rewarding policy.

2. We avoid at all costs the variable salary, as we understand that this is a measure difficult to control. During 2004 we applied to the salary increase, almost the 50% of the benefits before taxes achieved during 2003. This policy is distributive and sustainable with regard to the co-workers and towards the company.

We avoid at all costs the variable salary, as we understand that this is a measure difficult to control. During 2004 achieved during 2003. This policy is distributive and sustainable with regard to the co-workers and towards the company.
3. Loyalty. Novasoft turnover rate is a 0.24% lower than that of other companies in the same sector.

4. Career programmes that enable any professional working for Novasoft to opt for job positions of more responsibility.

5. An ongoing training. Novasoft offers a process that describes how the administration of the training programme is managed in the company. The professional development of our co-workers has been a constant feature within the organisation since the first Self-assessment following the EFQM Model was done in 1999 and it was found that training was an area for improvement. We currently have a person responsible for Training in the company, a Training Room in our premises, and a range of specialised courses offered by our Training team and by other entities (ESIC; San Telmo, etc.).

6. Motivation and involvement of our co-workers. Some of the activities carried out in the last few years aimed at involving and motivating our co-workers towards improvement are an ongoing and varied training in different areas and addressed to all the staff, suggestion boxes, feedback annual surveys, profile assessments, the provision of the equipment needed for telework (ADSL lines, mobile phones, laptops, PDAs), and adapting SIGNOVA (Novasoft Knowledge Management Information System) to the new needs.

7. An Effective Internal Communication. Novasoft offers internal communication tools to assure that besides their own job responsibilities everybody is aware of the objectives of the organisation. Amongst these tools we may highlight Novanews (digital internal magazine), annual staff meetings (Novameeting), informal meetings organised with the aim of releasing certain specific guidelines (for instance, informal commercial meetings other than in the premises of the organisation), strategies marathons, courses to welcoming new staff, etc.

Also, the Human Resources policy has included in the last year a number of flexible ways to help combine working with personal life, and they adapt to the specific conditions of our co-workers.

The concept of mobility is a reality in our organisation: laptops, corporate mobile phones for the staff, etc. This means a change in the old concept of linking work to an office setting.

Novasoft offers an Organisation Handbook that defines the needs of our company according to the different functions and responsibilities. This manual is an accurate reflection of our structure. It compiles any and each of the types of jobs in the company, and it clearly specifies their functions, responsibilities, accountability, etc.

This Handbook is complemented with the Job Requirements Register and the Personnel Files. These registers study the personal deviations of each job position and it is used for an improvement in training, promotion, etc, of the staff.

The chairmanship, the managing directors of the Human Resources department and the general directors of the different Novasoft divisions plan, develop and define the strategies of the Human Resources: new incorporations, careers programmes, training needs, etc. The actions taken with regards to the Human Resources department are based on the different divisions marketing plans, on staff feedback surveys, and on the Performance Assessment results, meeting in this way the real needs of the company at each moment.

The identification of the needs for the incorporation of new staff is done by the different divisions of the company after undertaking an annual planning (developed in the marketing planning), or by needs that have not been planned (an increase in the number of projects). These needs are met by the “Cursos Cantera” (tailored made courses for our organisations and subsidised by the Junta de Andalucia), or by advertising the jobs available in our Web site and calling candidates for an interview. We also have other sources of reaching out talented people such as coming to agreements with some Universities and FORMAN (Junta de Andalucia Information and Telecommunications Technologies Centre, managed by the UTE Novasoft Foundation – Valentin Madariaga Foundation), participating in the Torres Quevedo Programme to strengthen the capacity for research of the I+D+I groups, and facilitating the incorporation of doctors and technologists, etc. in the company.