engineer

The Engineer of the Future
Carmine Sarao Neto
People and Administration Director Gerdau S/A
August, 2015
Gerdau
Gerdau

114 years of history;

Among the most competitive companies in the sector, with operations in 14 countries;

Largest producer of long steel in the Americas;

The leading global provider of specialty steels for the automotive industry;

Wide range of steel products for construction, industry, agriculture and automotive
industry;

Performance in the flat steel market and iron ore;

Shares listed on the stock exchanges of São Paulo, New York and Madrid;

Annual installed capacity of over 25 million tons of steel;

Net revenue of R$ 42.5 billion in 2014.
More in 45.000
employees
3
More in 130.000
customers
More in 120.000
shareholders
More in 30.000
providers
Mission, View and Values
Mission
Generate value for our customers,
shareholders, staff and society, acting
in the steel industry sustainably.
View
Being global and reference
business in which it operates.
4
Values
Have a preference CUSTOMER
SAFETY people above all
PEOPLE respected, engaged and fulfilled
EXCELLENCE with SIMPLICITY
Focus on RESULTS
INTEGRITY with all stakeholders
SUSTAINABILITY economic, social and
environmental
Introduction
As the years progress, the industries’ need
for an engineer profile that is incompatible
with the professionals graduating from
Brazilian universities grows exponentially.
With this setting in mind, some companies take over
the task of complementing these individuals'
academic training.
Global Overview
25
1000
Engineers
Inhabitants
15
1000
Engineers
Inhabitants
6
1000
Engineers
Inhabitants
Global Overview
TOP 10 positions that employers have difficulty in filling.
GLOBAL
AMERICAS
1.
2.
3.
4.
5.
6.
1.
2.
3.
4.
7.
8.
9.
10.
Skilled Trades
Sales Representatives
Engineers
Technicians
Drivers
Management/Executive
(Management/Corporate)
Accounting & Finance staff
Secretaries, PAs, Receptionists,
Administrative assistants
& Office support staff
IT Personnel
Production Operators/Machine
Operators
5.
6.
7.
8.
9.
10.
Skilled Trades
Technicians
Sales Representatives
Secretaries, PAs, Receptionists,
Administrative assistants
& Office support staff
Drivers
Engineers
Management/Executive
(Management/Corporate)
Production Operators/Machine
Operators
Accounting & Finance staff
Laborers
ManpowerGroup's Annual Talent Shortage Survey 2014
In Brazil
The most sought out professional by Brazilian
companies is the engineer. In addition to the
professional’s technical abilities, the desired
profile requires that he/she:
• Speaks English;
• Has an MBA degree;
• Presents management skills;
And do:
• Analytical ability;
• Develop relationships;
• Work in teams;
• Focus on results;
• Focus on the customer.
In 2013,
30% of the available
positions at Michael
Page were for
engineers.
The Professionals’ Perception
Research shows that:
When it comes
down to choosing,
After graduating,
63% of students are certain
their major will not assist them in
achieving their goals.
of their academic major.
Source: Cia de Talentos (2013)
36% of graduates believe that
How are the professionals being prepared to enter this market?
79%
of learning institutions in
Brazil favor theory.
Source: McKinsey (2013) / Cia de Talentos (2013)
73%
of young men and women believe that
a practical approach is more effective.
The Professionals’ Perception
University
Degree
Job
Market
hiatus between
expectations and reality
Source: Cia de Talentos (2014)
The Engineer of the Future
MUST HAVE
WILL BE
•
Technical knowledge;
•
Dynamic (must show initiative);
•
Leadership skills;
•
Creative, innovative;
•
Management skills;
•
Problem solver;
•
IT knowledge;
•
Ethical;
•
Professional experience;
•
Quick in making decisions.
•
Desire to grow and learn;
•
Fluent English.
Knows how to work in a team.
Nose & Rebelatto
At Gerdau
What about at Gerdau?
We believe that people’s transformation
occurs through education.
Leadership Video
What We Propose
TECHNICAL
TECHNICAL
LEADERSHIP
CULTURE AND
BEHAVIOR
EVALUATIONS SUPPORT ACTIONS FOLLOW-UP
GERDAU
ENGINEER
What Research Shows
Best investments that companies can make in order to
develop the youth:
Engineers
BR 2014
Total
Coaching and/or Mentoring programs.
63%
62%
Post Graduation Courses.
61%
61%
On-The-Job Training.
50%
44%
Job Rotation/Rotation Programs.
50%
42%
Short-term lectures and workshops.
19%
27%
Interdisciplinary projects with professionals from different areas.
27%
26%
Support toward entrepreneurship within the company.
21%
24%
On-line development activities.
5%
7%
Virtual relationship platforms between/among work colleagues.
3%
5%
Others.
1%
2%
Source: Cia de Talentos (2014)
What We Offer
Best investments that companies can make in order
to develop the youth:
Coaching and/or Mentoring programs.
Post Graduation Courses.
On-The-Job Training.
Job Rotation/Rotation Programs.
Short-term lectures and workshops.
Interdisciplinary projects with professionals from different areas.
Support toward entrepreneurship within the company.
On-line development activities.
Virtual relationship platforms between/among work colleagues.
Others.
Source: Cia de Talentos (2014)
Why We Do It
We believe that it’s necessary to DEVELOP TOGETHER TO GROW TOGETHER.
For this reason, we have a purpose in Corporate Education that permeates our entire
operation:
Strategy
Corporate
Education
Entrepreneurial attitude to create
customized business models for the
generation of a self-sustainable cash
flow.
To be globally competitive in costs and
productivity.
To develop people so as to generate differentiated
results.
Open
Culture
Differentiated global leaders
with high performance teams.
Simplicity and
Austerity
Leaders
Developing
Leaders
Autonomy with
Responsibility
Be the CUSTOMER’S choice| SAFETY above all| Respected, engaged and fulfilled EMPLOYEES | Pursing
EXCELLENCE with SIMPLICITY| INTEGRITY with all stakeholders | Focus on RESULTS| Economic, social and
environmental SUSTAINABILITY
How We Do It
Gerdau’s Corporate Education
Premises reinforce the organization’s
culture and place the collaborator at
the center of the development actions.
Education that
generates
competitive
advantage
GERDAU
CORPORATE
CULTURE
The collaborator is the
main person responsible
for his/her development.
Collaborator as
the protagonist
Complete
learning
experience
Leaders developing
leaders
Corporate Education
must always be aligned
to the business’s goals.
In addition, it aims to
prepare collaborators to
reach new levels of
results.
A complete learning
experience entails:
learning in practice,
learning from others
and learning with
theory.
The leader is
responsible for
transmitting knowledge.
Our leaders are the
educators, as they
transfer learning
abilities and multiply
knowledge.
How We Do It
Aiming to reach our goals, Engineering training at Gerdau is divided into schools:
Primary
Technical
Leadership
Goals: to integrate new
collaborators with the
culture; to reinforce the
importance of
compliance; to provide
knowledge about the
business.
Goals: to develop
technical competencies
so as to prepare the
collaborators for current
and future tasks.
Goals: to develop
leaderships based on
Gerdau competencies,
ensuring that they are
aligned with the
company’s values and
culture.
Audience: all
collaborators.
Audience: all
collaborators, per
process/area.
Audience: all
leaderships, per
pipeline levels.
How We Do It
Learning experiences offered to the professionals are well-rounded and combine theory,
practice and exchange.
10
Learning with
Theory
20
Learning from
Others
70
Learning in
Practice
Morgan McCall, Robert W. Eichinger and Michael M. Lombardo
Certer of Creative Leadership (CCL).
Support for
Performance
Follow-Up
“
“
Corporate Education must go beyond the
classroom and become a business practice,
concentrated on initiatives that cultivate, develop
and leverage the company’s strategic competencies.
Roland Deiser
EDUCATE TO
TRANSFORM.