46
SOCIAL PERFORMANCE • EMPLOYEES
TIME FOR YOU,
PERFORMANCE MANAGEMENT
In 2012, second year of the Performance
Management System
Time For You
(
TFY),
the process has been simplified and it is now
a mean of providing motivation. NH Hoteles
conducted 1% more assessments to fixed
employees, in coherence with the objective of
assessing the most number of fixed employees
as possible. 56% of them were not assessed mostly due to long-term sick
leaves. Only 12% of employees - 57% of whom were female - received the
top score “Excellent”.
This year NH Hoteles has worked on the main approach to the
development management of employees through three initiatives:
Talent Committees creation
with the aim of agreeing on the overall
assessment, strengths and areas to be improved among hotel
managers and sales representatives. NH Hoteles wants to reinforce
the performance management of these two strategic areas and boost
managers’ responsibility regarding talent management.
Elaboration of an
Action Plan Manual
with improvements which
can be implemented to develop every competence from TFY and to
establish then a practical methodology for the design of an individual
development plan.
Internal Awareness Campaigns
to highlight
Time For You
benefits
which help the employees to grow professionally beyond the moment
when doing the performance assessment.
RELATIONSHIP WITH
TRADE UNIONS
NH Hoteles’ collective agreements are mainly provincial,
so the interlocution and negotiation are done from the
corresponding hospitality business associations. However,
NH Hoteles has different company collective agreements
(
NH Eurobuilding, Golf Sotogrande, Hesperia Finisterre,
Hesperia Peregrino) in which the Company is part of
the negotiating table and, therefore, maintains regular
meetings with the worker representatives.
The Company gives, at the request of the personnel
delegates and works councils, all the documentation and
information required by the different applicable regulations.
As part of the consultation duty in 2012 NH Hoteles had
contact with hotels’ trade unions and local trade union
federations as a result of disciplinary proceedings or
harassment process activation and we participate in the
Health and Safety Committees’ meetings.
It has also been involved in industrial disputes due to the
implementation of measures like a timetable change, the
transformation of open-ended contracts into open-ended
discontinuous contracts, the temporary collective dismissal
and the NH Hoteles’ Annual Equality Plan Monitoring.
In 2012 union elections were held within the renewal
for expiration of the term of office at NH Valladolid,
NH Cornellá, NH Ciutat de Mataró, NH Gran Hotel,
NH Obradoiro, NH Palacio de Oriol, NH Villa de
Bilbao, NH Amistad de Murcia and NH Villacarlos.
0%
10%
20%
30%
40%
50%
70%
90%
80%
60%
100%
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
5%
10% 11%
29% 33%
33%
39%
44%
44%
76%
70%
91% 94%
98%
93% 94%
44%
44%
38% 36%
%
Assessed permanent
%
Assessed temporary
Business Unit
Collective
Agreements 2012
Collective
Agreement 2011
Employees covered
Spain
53
51
100%
Benelux, UK, France, Africa
10
11
100%
Italy
4
8
100%
Germany
12
12
100%
America
23
21
100%
REPRESENTACIÓN SINDICAL
Main
employee
indicators
2011 (%)
2012 (%)
Average nº of employees
2012*
19,600
18,817
Open - ended contracts
59%
56%
Average staff turnover **
3.9%
3.6%
%
Immigrant employees
16.8% 15.3%
%
Female employees
50.2% 49.1%
%
Women in managing
positions
48.6% 48.5%
Under 25 years old
16.8%
15.9%
25 - 45
years old
48.3% 48.6%
Over 45 years old
34.9%
35.5%
NHU training hours
186,404
162,131
Nº participants in NHU
programmes
79,489
24,791
Investment in training
€1,009,319 €1,100,000
%
Performance Evaluations
conducted (fixed FTEs)
93%
94%
*
FTE including all types of contracts
**
Voluntary turnover (0.89%) v. Non-voluntary turnover (2.65%)
** 2012
data not comparable to 2011 because of a change in the
calculation methodology.
