People – Fibria

People

Fibria strives to attract and develop professionals who are connected to its purpose and aligned with its beliefs. It believes that this creates a team capable of running the company in accordance with its strategy, always seeking to do their best.

One of company’s management beliefs is human potential, which says:  “People are unique and develop their potential when we invest time, cultivate their talent, value their deliveries and recognize their merit.” This belief guides the activities of the company’s Human & Organizational Development team. Learn more about Fibria’s other Management Beliefs.

High-performance culture, playing a lead role and commitment are some of the characteristics that guide the company’s human and organizational development practices and policies. Fibria believes it is engaged in a People-to-People (P2P) business much more than in a Business-to-Business (B2B) business. The company works to maintain healthy relations with its clients, suppliers, partners and local communities. People are what enable business connections and make all the difference.

In the following video, Fibria CEO Marcelo Castelli talks about the high value that Fibria attributes to people.

Diversity

To Fibria, different ways of thinking lead to brighter ideas and more fruitful relationships and solutions for the business. Given this belief, Fibria outlined its positioning on the topics of diversity and inclusion:  “Fibria cultivates diversity by valuing differences and promoting opportunities guided by a culture of meritocracy, recognizing that people are unique and achieve better results for everyone when they work together.”

Human Development

Human and organizational development actions seek to identify opportunities and influence changes to support the implementation of Fibria’s strategy. Actions are planned to support the development and advancement of individuals, teams and the organization itself. Fibria promotes internal development and cultivates talent, as shown by the excellent rate of internal hiring for leadership positions (directors, general managers, managers and coordinators): over 70% of professionals in these positions secured them through promotions.

These actions are the product of the Performance Management process, represented by the following image:

For executive-level professionals (consultants, coordinators, managers and general managers), the development cycle is annual. Assessments are conducted by a multi-functional committee, whose purpose is to:

  • Create a vision aligned with the entire organization with regard to career advancement and performance;
  • Ensure a single ruler to ensure equitable treatment throughout the organization;
  • Decisions taken on priority management actions are made collectively;
  • Establish a consistent succession process for all areas of the organization;
  • Create all of the inputs for the people recognition, retention and development processes.

 

All professionals are evaluated by the committee using the 9-Box methodology. After the process, all managers give feedback to the professional to ensure a more holistic vision aligned with the organization’s expectations.

After the evaluation committees, the next step in the process is succession mapping of all of the organization’s executive positions. Professionals evaluated as potential successors are identified for the respective positions and attributed a readiness period (immediate to up to five years). Potential lateral movements and professionals from the market are also considered.

In addition, the risk of losing potential professionals with high performance is mapped. The so-called Risk Map is used to substantiate the development, succession and knowledge-management plans and to develop recognition and retention actions. The Map is used to create a matrix formed by two vectors: severity, which measures the criticality of the organization losing the professional, and probability, which measures the chances of losing the professional.

In addition to the feedback given after the committee’s evaluation, Fibria maintains 360° Feedback, which is a richer and more comprehensive process. The professional is evaluated not only by their manager, but also by their peers and subordinates, which ensures a more accurate Individual Development Plan (IDP).

After the feedback, professionals are encouraged to formulate their IDP, highlighting the responsibility they hold for their self-development, always in coordination with their manager.

One of the important outputs of this evaluation process, in addition to the vertical career in management, is the Dual Career Ladder.

It is important to emphasize that Fibria’s strategy is not organized based on the time dimension (short, medium and long term), but on the market and technology scenario in relation to its current business.

The analysis of positions in the dual career ladder system establishes the technical characteristics the professional must hold, which ensures the company is qualified to achieve its strategy. That is why the position of specialist in the dual career ladder system is highly complex, since it is equivalent to the management level in terms of return expected for the company.

The criteria for such definition are heavily based on technical skills:

  • Relevance of competencies
  • Specificity of knowledge
  • Difficulty in obtaining the knowledge
  • In short, a professional that holds a position in the dual career ladder system must focus on prospecting and developing new technologies (incremental, radical and disruptive innovations).

 

Administrative & Operational Performance Management

For operational and administrative professionals (industrial workers, technicians, assistants, analysts), the company has a formal evaluation cycle between managers and their subordinates that is conducted every two years.

The tool was developed in modules, with mandatory and optional steps that can be adjusted in accordance with the functions and position to meet the needs of the organization’s various areas.

Main advantages of the process:

  • Create a better workplace, seeking to foster employee engagement and alignment with the organizational strategy.
  • Create a culture of feedback and open dialogue.
  • Assess the delivery of results and conduct aligned with the organization’s values and beliefs.
  • Monitor and guide individual and collective development actions.
  • Map professionals for more effective participation in recruiting and internal movement processes.

 

Prosseguir Program

Fibria constantly seeks the well-being of its professionals and understands how a career transition is a delicate moment in people’s lives. That’s why it developed the Prosseguir Program, which supports professionals in their career transitions in a planned fashion by promoting reflection on what to do after retirement.

The program focuses on the following pillars: Individual (adapting to the new life, relationship with the family); Health (quality of life); New alternatives (employability in other formats); Financial life (financial planning, private pension plans).

Education

Fibria cultivates its talent and generates opportunities for the development of its professionals, while also encouraging self-development. The company’s goal is for its employees to constantly evolve, not just professionally, but also personally.

Some of our programs:

Potenciar

To help cultivate its talent, Fibria has Potenciar, a trainee program for youth who already work at the organization. The program accelerates and develops their potential, strengthens the succession process and challenges the organization to constantly evolve. The program consists of robust training, exposure to senior leadership and immersive learning through first-hand experiences in the various business areas.

Executive Development

Fibria’s executives are accompanied individually, which makes it possible to identify their development needs and to formulate a plan for their advancement.

Development of First Leadership

Aimed at the company’s first-tier leaders, this program addresses the challenges related to first-time managers through meetings and discussions with senior managers. Based on the exchange of experiences with other leaders and access to content to support their development, these managers prepare to handle the challenges of their new position. The program focuses on, among other things, improved leadership readiness, decision-making, people management and interpersonal skills.

Job Positions

How to join the Fibria team

All positions are open to every person.

You may submit your résumé to our people database and accompany any of the many job opportunities.
Vagas.com

Young Apprentice Program

Fibria believes that a young professional’s first job helps them to develop their talent and prepare them for the job market. The company brings this idea to life through its Young Apprentice Program, which it conducts in partnership with the National Industrial Training Service (SENAI). Lasting 12 months, the program focuses on the professional inclusion, training and development of youth through an educational program and activities incorporated into the company’s day-to-day activities. The program encompasses all Fibria units.

Program to Prepare Forest Managers

Sponsored by the Forestry Research and Study Institute (IPEF), the Program to Prepare Forest Managers (PPGF) trains professionals to work in the forestry area. The program’s proposition is facilitating relations between recent graduates in forestry engineering and professors, researchers and seasoned professionals who work in the forestry industry. Fibria sponsors the program every year and supports the development of young professionals through the direct participation of its managers, which include lectures and visits to business units. The partnership also promotes job opportunities at Fibria or at other companies in the industry.

For more information, visit:  http://www.ipef.br/gestores

You may also be interested in these