A revista do Grupo LET Recursos Humanos

NewsN0 20 | March / April | 2010 | Year 4 | www.grupolet.com

CHARACTERSerginho Groisman(TV Globo – 10 years of Altas Horas)

“Talented people areAlways the most calm and sincere” – P. 9

INTERVIEWLuiz Augusto

Costa Leite talks about A

decade of evolution in HR – p. 3

Get to know Joaquim Lauria, An enterprising leader and The prominence of a decade Of success! – P. 6

GRUPO LET – 10 yEARssPECIAL EDITION

Also in this edition: A tribute in fond memory of Luiz Carlos Campos – p. 14

Dear readers,

Once that Joaquim Lauria, our Executive Director, speaking with propriety, is on

the cover an in the main new report of this edition that celebrates the 10 years of Grupo LET Recursos Humanos, I made a “loan” of this precious space. Firstly for saying that in 2005 I had the honor of being introduced to Joaquim Lauria, a professional, with no ex-aggeration, ethic, transparent and innova-tive. Man of vision, Lauria expands his com-pany with quality and caring for his people. He takes the right step, at the exact moment, adding values to the market.

I’ve been here for four years and I’m glad to be in Grupo LET and there’s less than three years I’m pleased to offer this gift called NEWSLET to Lauria and the universe of People Management.

The present edition, beyond historical implementations of Grupo LET, brings a special tribute to eternal Luiz Carlos Campos, a big fellow worker of Lauria in a lot of successful journeys. Also it pres-ents the reader with an interview so much special with Serginho Groisman, anchor of Altas Horas (TV Globo) and master in understanding and externalizing trends to the youth. We went to São Paulo (SP) to interview him.

A lot of things happened between 2000 and 2010. Luís Augusto Costa Leite, Coordinator of the Foundation Committee of CONARH 2010, does a panorama of the HR evolution in this period. There’s a lot more to you readers, but I won’t tell you. Leaf, discover and enjoy.

Congratulations Grupo LET, 10 years with a lot of success! Many more 10 years to come!

Enjoy reading!Alexandre Peconick

NEWSLET Executive editor

“Grupo LET, it’s nice to be with you! ”

Expedient

Grupo LET Recursos Humanos Membro Oficial

Main Office – Rio de Janeiro (RJ)Centro Empresarial Barra Shopping Americas’ Avenue 4.200, block 09, rooms 302-A, 308-A, 309-A – Rio de Janeiro – RJ – phone number: (21) 3416-9190 – PO Box – 22640-102 Site: http://www.grupolet.com

São Paulo (SP) Office - James Watt Street, 84, 2nd floor - Brooklin – PO Box: 04576-050 - São Paulo (SP) – Brazil Phone numbers: (11) 5506-4299 5505-2509 / 5506-0639

Curitiba (PR) Office - Winston Churchill Avenue, 2.370, room 406, 4th floor Pinheirinho – PO Box 81150-0050 Curitiba (PR) – Brazil Phone number: (41) 3268-1007

Juiz de Fora (MG) Office – Fernando Lobo Street, 102, room 804, Ed. Europa Central Tower, Centro – Juiz de Fora (MG) – Brazil – Phone number: (32) 3211-5025

Belo Horizonte (MG) Office – São Paulo Street, 900, rooms 806 and 807, Centro, Belo Horizonte (MG), PO Box 30170-131 Phone number: (31) 3213-2301

Executive Director: Joaquim Lauria

Adjunct Director: Kryssiam Lauria

Revista

Bimonthly Publishing – March / April 2010 Year 4 – Nº 20 – Circulation 1.500 copies

Journalist – editor in chief (editorial staff and publication): Alexandre Peconick (Comunicação Grupo LET) Mtb 17.889 / e-mail to comunicacao@grupolet.com

Layout and Art: Murilo Lins (murilolins@terra.com.br)

English Translated by: Edilene Rosário

Cover: Army Agency / Renan Monteiro

OPPORTuNITIES: Register your resumés directly in our job openings clicking in www.grupolet.com/vagas/candidato and good luck!

Printing: WalPrint Gráfica e Editora Ltda. Address: Frei Jaboatão Street 295, Bonsucesso – Rio de Janeiro – RJ. E-mail: walprint@walprint.com.br Phone number: (21) 2209-1717

News

INsTITUTIONAL

EditorialChat with the reader

Newslet Tips

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Antes do Eu Sou – Diálogos com Mooji - Qualitymark Editora

Sometimes comic and sensible, occasionally rigorous and always kind, the guide talks about a lot of subjects like fear, suffering, distur-bance, relationship, spiritual prac-tices and daily life. The answers in-spire, defy and are always lighting up because they demonstrate to be resolute invitations to investigate the nature of Being and find the es-sence of life and interior peace.

Dicas de Feedback – A Ferramenta Essencial da Lide-rança, de Bernardo Leite Moreira - Qualitymark Editora

More than a mirror, any professional needs to see in the others what were the effects incited by his actions. With precision and correct foundation, the author defends that there’s no lead-ership development process without well-defined answers (or feedbacks) to their interlocutors. That’s why here will be elucidated all nuances not only a good feedback, but also what this tool can cause.

Assim é que se faz – Desenvolvimento Pessoal e Profis-sional, de Roberto Vieira Ribeiro – Qualitymark Editora

A variety of “behavior package” ingredients to make personal and professional dreams came true is the theme of this great work to make a person change ideas into actions, although no real motiva-tion is external. What the author, coach par excellence, does is to tempt the reader to find himself the answers. Dip into each chap-ter and good trip!

2 | March / April | 2010

sPECIAL INTERVIEW

NEWSLET – How was the political and economic scenery that we had be-tween 2000 and 2010?

Luís Augusto – The decade 2000-2010 sticks to a degree of uncertainness where countries and organizations live in respect to the future. A lot of events made companies replan constantly to survive. The big companies increased their independence of action, occupy-ing spaces that, especially, were of the State. Came the illusion that the market would get things done. We know that things didn’t happen like this, as the re-cent crisis showed.

NEWSLET – And how does it cause an impact on People Management?

Luís Augusto – Many people think in people from the instrumental point of

INTERVIEW

LUIz AUGUsTO COsTA LEITE

“2000-2010 – An Evolution

(or Revelation?) of HR”

Photo: Arquivo Pessoal

view and forget that more and more People Management is defined by a wide context, even bigger than the com-pany. In 2004, when we organized in Rio de Janeiro the Congresso Mundial de RH we put “Sustainable” in the order of the day and we received criticism. Years gone by and proved that Sustain-able will be the main challenge of the organizations. We need to define how the organizations become sustainable and how HR will act in the organizations concerning to equilibrate decisions at short and long term.

NEWSLET – In this context, do you agree that the demands of “Sustain-able” increased drastically the HR rate of action to the society?

Luís Augusto – Yes, I do. The con-science and involvement in Sustainable

questions made HR exceed the limits of organization frontiers and act with the society. In the beginning of the decade, Social Responsibility was just philan-thropy and sauce marketing.

NEWSLET – And what kind of maturity these events bring to HR?

Luís Augusto – The big question is stop being a partner and becoming business agent. At the same time HR fought for a place in the sun, was seen by the com-panies leadership as a mere support. In 2006, when CONARH detached the topic “HR and Corporative Government”, was the smallest audience session because the HR area didn’t see itself as a head of the corporative government. NEWSLET – Was there an evolution in this point of view?

Analyzing the evolution of Human Resources in the last decade is not so easy. For this reason we in-vited to do this task Luís Augusto Costa Leite, Co-

ordinator of the Foundation Committee of CONARH 2010 (National Congress for People Management – ABRH – Na-cional) and Director of Change Consultoria Management, company with expertise in identifying strategic views of market. Representative in Brazil of WIAL (World Institute for Action Learning), Luís Augusto makes it clear that, if people manager advanced, there’s a lot of “homework” for being done to reach the ideal level.

March / April | 2010 | 3

INTERVIEW

“The conscience and involvement

in Sustainable questions made HR exceed the limits of

organization frontiers”

Luís Augusto – Yes, there was, but it was not enough. One of the debits we bring for this decade is a real difficulty to adapt to this new world. HR, that used to feel misunderstand, is the one that can’t understand anyone else. We had expressive advance, but the demands are changing and we didn’t break old mental models. But it isn’t mean that we aren’t contributing for the changes in the organizations and society.

NEWSLET – About the transforma-tions in the way of acting, what does HR do in the companies in 2010 that didn’t in 2000?

Luís Augusto – We note a radical change in 2010. The organizations can’t spend time in activities and pro-cedures that is not essential. In this view, the growth in outsourcing needs to be really understood, because is thought this HR will have availability to be transformed. This is the great debate on the turn of decade: HR doesn’t have to worry about a profes-sional that has problems with his su-pervisor; it’s not in here that have to make difference. HR must fix attention on questions about thought, strategy and transposition to lots of areas in the company that were its “feud”. For this, it must have conviction, persua-sion and defense.

NEWSLET – They talk about Tech-nology, but there are Education prob-lems in the base of the human being. Nevertheless, did Academy and Mar-ket increase their relationship?

Luís Augusto – The basic educational levels in the country increases, but in a slow process. Making Education is an immediate and unquestionable necessity. The companies are being forced to do big and direct invest-ments from head to toe in Education, be it in corporative universities or be-

coming member of institutions that al-ready exists. Lifelong Education is not an academy or managerial subject. HR needs to know how to materialize this in the companies. That is: how do we become a cane cutter that uses heavy knife into a sugar cane harvest machine operator? Brazil is this. A running against the time.

NEWSLET – But, after all, how is the function of HR in the companies?

change the conception about what is “male” and “female” in terms of man-agement. Another complex question is that the selection process values more the professional that spent few time in many companies than the other who spent a lot of time in just a company. The kind of obligation between people and companies has to be pondered because the final product of this has not been good. Knowledge and hu-man capital are keywords.

NEWSLET – What about syndical and labor relations?

Luís Augusto – The syndical entities didn’t follow the advance of the de-cade and lost part of its representa-tive. The manager of your company becomes a “trustworthy person”. With the reductions done by the compa-nies, the pressures for results made him not always corresponds expec-tations. Result: the quality of life has fallen. Focus in benefits and salaries didn’t solve the integration person-work. Another item that increased: the “moral harassment”. People are getting conscience of human rights. The growth in the number of actions about moral harassment obligates the organizations to think about why is this happening.

NEWSLET – Finally, please talk about the behavior change that Tech-nology has made in the hierarchy of organizations…

Luís Augusto – The way to see hi-erarchy has changed thanks to the evolution of technology. The propen-sity is to make people connect, out-side and inside the company, in hori-zontal nets. Everybody acquires the power of influence. This change in relationship raises a question: how can I produce results in the net with less weight in the hierarchy? This is the big change.

Luís Augusto – Divided between two spaces: the first, concerning to the processes, HR has responsibility in monitoring, but not in the operation. The second is the internal consultan-cy. HR must be a consultant for the cli-ent, being it intern or extern; must be coach, mentor, and be near the exec-utives thinking strategically. HR must change the company and the leaders. This decade accelerate the shared vi-sion of HR. We just need to explain to the Russians, in other words, to the CEOs and shareholders we are going to play this way.

NEWSLET – Which HR challenges this decade didn’t solve? Luís Augusto – The first one is how to put many generations living in the same organization. The second one is about women becoming the biggest labor force, but without the power of correspondent influence. It’s going to

4 | March / April | 2010

The news in

insTiTuToCapaCiTare

HIGHLIGHTs

Nowadays almost 120 com-panies use in all country the consultancy of trainee programs offered by In-

stituto Capacitare _ company partner of Grupo LET Recursos Humanos. In 2010 this tool which does recruit-ment and selection including on line tests will be consolidate. Besides that, Capacitare improved a lot its capacity for placing in the companies the “high performance trainees” by the most modern technologies.

“The return in the trust of our work has been so big that some companies authorize a direct link with their leaders,

as Souza Cruz and Shell; it is interest-ing to know that the leaders consider the trainee program essential for the competitiveness and sustainability of their organizations”, reveals Leyla Na-scimento, Instituto Capacitare Direc-tor, that has its page on Twitter (www.twitter.com/capacitare). “Twitter is our big tool for calling candidates”, admits Leyla adding that there is also a Capaci-tare page on Orkut. Soon, we hope to start a partnership with a telecommu-nication company. The contract work will increase the access in the selection process for the youth. We explain: the students will be called by SMS.

reviTalizes sao paulo

There is an increasing demand for HR services in the region of São Paulo and the local office of

Grupo LET has 15 able professionals to attend clients as TV Globo, RGIS, L’Oréal, uCI Cinemas, among others. Altogether there are eight in recruit-ment and selection area and seven in personal department; all under Alline Correia care. Recently was inaugurat-ed a new office in Vila Carrão (SP). “In

Another Instituto Capacitare news is that in this year they will open a branch office in São Paulo (in the of-fice appendage of Grupo LET – São Paulo) expected to the 2nd semester. “The companies from São Paulo will usufruct a lot our innovated tools”, guarantee the Director emphasizing that Capacitare manages trainees in almost all states in Brazil. According to Leyla, March has been an excel-lent month to look for traineeship, es-pecially in Management, Information Technology, Electronic and Mechanic Production Engineering, Communica-tions, in Publicity or Journalism.

São Paulo there is an increasing diver-sity in grade profiles to the vacancies in companies and we have accomplished our biggest challenge that is under-stand the client’s business and deliver increasingly the right people to them”, says Alline, who also emphasizes the local partnership that LET – São Paulo office has established with teaching in-stitutions as important as FGV (Funda-ção Getúlio Vargas) and IBMEC.

leT Photo: Alexandre Peconick

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Candidates will be called by SMS

Joaquim Lauria, Priscilla Monteiro (2nd from left to right) and José Renato Alverca with some office co-workers of LET - São Paulo

March / April | 2010 | 5

COVER

years!10“L

auria” names a Potenza state province, in the North of Italy. There is a “Lauria Community” next

to Calabria region, Italy. And a little of the Italian sheltering way, with a strong sense of justice, transpires and inspires Joaquim Lauria. At 63 years old he manages Grupo LET Re-cursos Humanos with transparency, ethic and strategic view. In the last 16th March this HR consultancy com-pleted his first decade.

Born in Rio de Janeiro, also in the 16th day (February, 1947), Lauria lived his childhood and adolescence in a country that day-dreamed with the progress. From his parents he got the legacy of the importance of investing the life in the studies. The boy Lauria did primary school at Escola Afonso Pena (public), the secondary school at Instituto Lafayette and high school

Following we abbreviate some steps of the Grupo LET Executive Di-rector until he creates this company, essential to understand a consultancy group’s values, which has increased at least 15% in every 12 months.

With only 23 years old, Lauria as-sumed a big responsibility at GGS Industrias Graficas, as Senior Orga-nization and Methods Analyst, do-ing a complete restructuration in it. It was 1971. In 1972 the executive was “bitten by HR bug” when he sit in the HR manager’s chair at CCPL (dairy products company). “My first big work was organize, at the request of the president, the HR area, that had 130 employees, unthinkable thing nowadays; I loved to deal with peo-ple, generating benefits for them”, remembers.

From CCPL, where he worked 10 years, he moved away to Rio-

at Colegio Pedro II. After the entrance examination, he joined Faculdade de Arquitetura de Barra do Piraí. Back to Rio, as he remembers, “not hav-ing a rich or architect father”, he fol-lowed the orientation of a friend and decided to take Business Course at SuAM (Centro universitário Augusto Motta).

“I had a facility and happiness to do apprenticeship in the office of the famous architect Lucio Costa with a fantastic learning concerning to na-ture and profundity; but the field for an architect was difficult”, confesses Lauria.

Joaquim Lauria also did Economic Engineering postgraduate at uFRJ (uni-versidade Federal do Rio de Janeiro) in 1975. During his career he did Human Resources postgraduate at PuC-RJ in 1980 and Marketing at FGV (Fundaçao Getulio Vargas, Rio) in 1983.

THe HiSTORy Of JOAquim LAuRiA, An enTeRPRiSinG LeAdeR

Grupo

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ria refereed in business structures and segments completely different. He cared for and learned with many professionals. He increased his lead-er profile. “All good values that I learnt and lived in former works I brought to Grupo LET Recursos Humanos”, as-sumes the executive.

From the main office in Barra da Tijuca to LET offices or the units located in clients, the attendance is fair and equalitarian, from the cleaner assistant to the business manager. “My door is opened to everybody who brings suggestions, anguishes, and criticism”, says Lau-ria, who in 10 years also increased in large scale the technology of the procedures. “We have a payroll sys-tem which very few companies have in Brazil”, guarantees.

quima (more two) and later to Banco Boavista. But it was at the head of Natrom Engenharia Strategic Plan-ning, Business and Human Resourc-es Management, that Lauria got syn-dical negotiation experience. “We established the Quality area in the company, polemic subject in 70s; and we started a patronal syndicate, among other actions”, reveals the executive. Invited to FIESP (Fed-eraçao das Industrias do Estado de Sao Paulo), Lauria sit down at table to negotiate with employees. Among them were the then metallurgist Luis Inacio Lula da Silva. “At the table, talking, Lula was a polite, calm per-son”, remembers Lauria, about the present President of Brazil.

The experience worths a lot. So Lauria, between 1984 and 1986, prac-

ticed Industrial Relations Superinten-dence at SERPRO (Serviço Federal de Processamento de Dados). “I didn’t want to go, no way”, assumes him, “but I was convinced by a fantastic HR’s person, Joao Marcos (read his testimony in the box attached)”, tells. At that time was done the first labor agreement post-dictatorial regime. It was an opening phase of a company made by AI-5. The challenge con-sisted in explaining to people of the whole country that the dictatorial re-gime was over.

In 1988, Lauria started to contrib-ute in the Soletur reformulation. He met the challenge not only in multi-plying invoicing, also giving to a tour-ism company a dynamic and profes-sional managing people area.

Along of almost four decades, Lau-

2000 – Creation of Grupo LET – 16th

March.

2002 – Increasing the demand of Recruitment

and Selection, especially in hotels.

2006 – Creation of Communication area (April) and Instituto

Capacitare (December).

2008 – Partnership consolidations with

institutions that work with PCDs (Professionals with

Physical Deficiency).

2010 – You all, Co-Workers, Clients,

Partners and Candidates write our history.

2004 – Creation of Passenger Card,

Partnership Company of traveller assistance cards.

20002001

20022003

20042005

20062007

20082009

2010

2001 – Contract with TV Globo and move to

Barra da Tijuca.

2003 – Opening of offices in São Paulo and Macae (RJ) and creation of KL Produçoes Artisticas.

2005 – Diversification of clients by many market

segments – beginning of participation in RH na Praça (ABRH-RJ) – opening of an

office in Curitiba (PR).

2007 – Beginning of the journey for ABNT NBR ISO 9001:2000 quality certification – launch of

NEWSLET magazine and Grupo LET stand in HR-RIO 2007 Congress (ABRH-RJ).

2009 – Expansion to Minas Gerais and beginning of the studies which could make feasible branch offices in other states.

Step by step of Grupo LET (Leadership, Experience, Technology):

Photo: Alexandre Peconick

Main office co-workers of Grupo LET in the HR (Human Resources) and PD (Personnel Department) areas

March / April | 2010 | 7

JOAO MARCOS FONSECA PEREIRA, TV GLOBO HR Regional Director

“Serving a client is understand his business! Grupo LET does that at serv-ing us in the right time, punctuality and quality demanded. The program has to be on the air at the hour and minute programmed. Living this compromise is what Grupo LET always does when we need them. Our quality culture is very strong. Do right the first time is very important! We don’t have time, nor humor to accept mistakes! Grupo LET doubles its efforts to correspond this expectation.”

ROGERIO OLIVEIRA, Ambience Creation and Production Operation Teams of TV Globo

“Grupo LET gives to us what is es-sential for the good progress of our work: guaranteeing for many CGP programs, talented professionals with conditions to attend immediately our convocation. I see in Grupo LET this partnership and I feel total trust in its work. Its co-workers acting together in our area, guarantee the tranquility of a good work.”

RODOLFO SANTOS, TV GLOBO Competences Development

Coordinator “Grupo LET team is essential to

find the best talents in order to attend Creation and Production TVG (Central Globo de Produção) areas. Who imag-ine that we would change professionals profile from hair and make-up teams after 40 years of success? Only with the support of this great team we can instruct and contract make-up and hair graduate “artists”. This way, Grupo LET helps us to overcome the challenge that High Definition brought us.”

COVER

The company, that in 16th March, 2000, operated in an office on Nilo Peçanha Avenue, Downtown, Rio de Janeiro, nowadays has the main of-fice in Centro Empresarial do Barra Shopping, in the west zone of Rio de Janeiro and branch offices in prime areas of Sao Paulo, Curitiba, Belo Horizonte and Juiz de Fora; but was also in Macae (RJ), Goiania and Bra-sília (DF). “The branch office opening strategy just happens if there is a solid demand in the local business, that is, we don’t take risks”, explains Lauria.

The first Grupo LET oficial client (March, 2000) was MHC Tecnologia, from Rio de Janeiro. The team was con-densed to Lauria, a psychologist, an ad-ministrative professional and a person-nel department. In 10 years of Grupo LET many people were in its computers and recruitment rooms. And the satisfaction

index is practically 100%. More than it, clients as TV Globo and Hotel Sheraton (giving two examples) contributed, in the Lauria’s point of view, for the upgrade of LET professionals in proportion to their demand of extremely challenger works.

Future View – Kryssiam Lauria – Grupo LET Assistant Manager

“Even more Grupo LET is increas-ing its market participation. This year we got two very big clients who will bring to Grupo LET an increase by 20%, even higher than the market av-erage. We have a goal to always give the right step and also give opportu-nity to our people development, some of them with us since we opened our business. We give priority to internal promotions before contracting some-body else.”

Promising FutureKryssiam Lauria believes that Grupo

LET has a wide potential to keep increasing year by years, offering high

quality to the market.

WHAT dOES GRupO LET Add TO yOuR buSiNESS?

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Grupo LET employees in the areas of Technology, Administrative, Financial, Commercial and Reception

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CHARACTER

More than being “criti-cally young” and tell-ing what think and like, no matter who

hurts, Serginho Groisman conducts, at age 59, a TV program that, if it’s not an educator, as he says, always “unease people”. As Grupo LET example, Altas Horas completes in 2010 its 10 years and brings to the readers an express gift in the words of the enthusiast journalist from São Paulo that, thank God, speaks everything he wants. Serginho re-ceived NEWSLET with sympathy and simplicity in his editorial room in TV Globo – São Paulo. Now,… we understand the reason he becomes

his program an authentic labora-tory. Speaks boy!

NEWSLET – The labor market is more plural considering age group. Is there a challenge in this important familiarity?

Serginho Groisman – I can’t believe there are conflicts between genera-tions, but it depends on where is the work, what is its universe and objec-tives. I manage a group with 14 peo-ple, some have worked with me for 20 years, others 4. There are differences in the age, but it was never a prob-lem. My work, in fact, is orientated to very different age groups. When we

are working we have the same focus. In the case of a TV program, that de-pends on what is happening, musi-cally, for example, the younger have an unequal musical taste. But it just adds, not divides.

NEWSLET – How do you observe the exchange of experiences between the more experienced and the younger?

Serginho Groisman – The experience means that a person acquired some conduct norms and took the short way to get easily where he wants. The younger assimilates this in the familiarity with older generations. And younger people bring a new and dif-

serginho groisman – TV Globo“PeRCePTiOnS AbOuT THe fAmiLiARiTy Of GeneRATiOnS”

Photo: TV Globo / Zé Paulo Cardeal

DeansAltas Horas also completes 10 anos

March / April | 2010 | 9

CHARACTER

ferent energy and an elemental curi-osity for the job. In particular I learn a lot with younger people and this curi-osity and desire never lost its value.

NEWSLET – Do you think is possible to orientate positively this curiosity?

Serginho Groisman – Yes, I do. Be-ing experienced is not everything. It’s not enough to have experience in that space, if that space is changing con-stantly. In another hand that’s no good a young person uses Internet and all its technology if he doesn’t have knowledge, curiosity and power of reading and interpretation. Nowadays the question about age differences is related to the search of the common focus that is the association between modernization and knowledge. But both must search a balance between these two tools.

NEWSLET – Are there in the youth audience of your program a worry about reading?

Serginho Groisman – unfortunately not. The young people still read a little. They use Internet in a usually mistaken way. People are still missing to go to interesting places on Internet. They miss reading ability and discern-ment. Also they miss an educational system in Brazil that helps people to become more critical.

NEWSLET – As Grupo LET, Altas Horas is nearly 10 years. In these 10 years, what were the most rewarding moments of the development of the work team and the results?

Serginho Groisman – The program is growing up, with more interactive situ-ations. This program doesn’t exist and even doesn’t have any sense without the audience. We want students be-cause we want people to make ques-tions without any censorship.

NEWSLET – Do you think don’t have censorship is good for the develop-ment of your capacity to criticize?

Serginho Groisman – No censorship is essential. I won’t work in a place that has censorship. When they call me, they know what could come. My principle number one is giving voice to the people and this voice can’t be censored.

NEWSLET – The art of interviewing includes a constantly learning, be-cause languages change quickly. Do you remember any example of inter-view that didn’t correspond to your expectation?

Serginho Groisman – The art of the interview involves more listening than speaking. Of course many times you invite somebody that disappoints you.

“My principle number one is giving voice to the

people and this voice can’t be censored”.

Serginho Groisman

Photo: TV Globo / Zé Paulo Cardeal

10 | March / April | 2010

CHARACTER

Sometimes I invite a person that plays his public role well but here, where he can’t act, didn’t correspond of what we see in other environments. NEWSLET – Who, for example, didn’t correspond to your expectation?

Serginho Groisman – We can’t tell names, but there were people that I particularly didn’t like. Sometimes you see a person and you think he is funny, because in public he is, but here, face to face with unexpected questions, he shows that he is not funny. Sometimes we receive a politician that we take him for a person with a wide culture, but he shows he doesn’t. That hap-pens a lot. Not just once or twice. The curious is that the TALENTED people are always the most calm and sincere. A simple question can let somebody depressed.

NEWSLET – Do you feel that some of your interviewees, exactly because of this unforeseeable, get there in-secure?

Serginho Groisman – I’ve already ob-served some nervous people, but in a few time they feel comfortable be-cause the program is sheltering. Of course, in the circumstances, it can happen. For example, that soccer ref-eree that confessed he manipulated some results (Brasileirão, 2005). He came here and the ambience was tense for him. NEWSLET – After Y, we’ll have W Generation (born after 1994) that just think and talk electronically, does ev-erything by the law of the least effort and doesn’t have brand loyalty. How do we deal with this?

Serginho Groisman – In dictatorship we just have two options: to be for or against. With the Internet people have a wide range regarding to the con-

sumption of everything: music, cul-ture, information. A person who likes one kind of music doesn’t stop in it. Internet also brought piracy. I’m talk-ing all of this to explain that brand loy-alty is disappearing. Everyone does his own choices. And that includes the companies.

NEWSLET – Do you think is a good way creating a changeable work en-vironment?

Serginho Groisman – Yes, I do. The head of this new generation is not like the formers. Also in the school the students are very different. Because of that the teachers suffer as a result of they can’t get how this student is. Same way, in the companies, the new employee has an open mind, and is more anxiety. Here in TV Globo, HR area understands very well these changes. Everybody works for a com-mon reason, but has space for his own individuality. NEWSLET – My four years old son, who can’t deal with his school, told me: “daddy the school is too boring, slow for me”. He needs to do some-thing all the time...

Serginho Groisman – Yes, that’s com-mon. But we don’t need to become

crazy and think that everything must be fast and there’s no space to con-templation. What must be understood is there’s a generation that captures all the things quickly. A company needs memory and speed. Memory is “what you need to transfer to the people who will work with you”.

NEWSLET – You’re very different from your chronological age. The youth generation friendship influ-ence on this?

Serginho Groisman – No, it doesn’t. It’s biological. My parents are like this. The curiosity is inside me. People must be attentive aside from the age, because it’s in the mind. I made an interview, for example, with the youth members of political parties. Some of these people talk like sixty years old!

NEWSLET – Is more difficult to talk about “Brazilian politics” in a TV talk show than talking about “sex”?

Serginho Groisman – Yes, it is. The Brazilian youth doesn’t have a good political formation, unlike the Argen-tinean, Chilean youth. There is a cul-tural reason for this, because of the way Brazil was formed. This is our open sore. But, for sure, every time a politician come here, with a polemic circumstance, he feels bad here.

NEWSLET – Which message do you want to left to the youth that will go to the labor market in the next 10 years?

Serginho Groisman – First one you have to be sure about your talent. It’s not just believing in yourself, but prov-ing that you’re talented. But you also need this second and important one: patient. No talent happens without pa-tience. If you have both, don’t worry: one day you’ll reach it!

“Nowadays the question about age

differences is related to the search of the

common focus that is the association

between moderniza-tion and knowledge”

March / April | 2010 | 11

INsIDE HR - BENEFITs

Many managers ask themselves: how do you make a child understand the work environment

of his father (or mother) and also ex-plain why is necessary this father (or mother) spend so many hours work-ing? The AON HR, one of the biggest insurance consultancies of the world, with a main office in São Paulo (SP), discovered _ by itself _ a good answer creating the “AON Children’s Day”. In a market full of workers that let their children at home this action change into an owner of talents and an attrac-tive for professionals.

As a practice already established for more than six years, during a full

day in a week of October, children from two to 12 years old, employees’ sons, win a moment of integration with their parents work. In the morn-ing they are received in a buffet lo-cated next to the headquarters of the company and where is an authentic thematic park with a lot of several en-tertainment. After the lunch the child goes to the office of his father to see step by step his work until the time he wants to come back home.

To make this passage of child world into adult world easy, in 2009 the HR area brought into the corporate world a theatre group that presented the play “Little Red and the Bad Wolf”, re-lated to the history of three little pigs

to the work environment. According to Agatha Machado Alves, AON RH Manager, the idea was to show to the child that “daddy has time to play, but also need the space to work, important to not let the Bad Wolf comes and de-structs the little house”. “Bringing an infantile history to talk about a situation of the father’s work, we help to undo, in the child’s mind, the image of this work as a mystery”, explain Agatha, who is graduated in Psychology.

She tells that AON had a good work environment and this action was just an additional to aggregate value that HR offered for his collaborators in order to increase the bond between home and work, fruit of a perception

“DaDDy I wanT To work wITh you!”aon

AON Children’s Day is very important to

Eduardo’s development, Carlos Eduardo’s son

Photo – Divulgação AON

12 | March / April | 2010

INsIDE HR - BENEFITs

inherent of the market: “The father is too far from the son; in addition to that, the little son doesn’t have the exact notion that the father needs his work to give toys and rides and, even in cultured parents, may have some emotional difficulty to explain that”, says the HR Manager that listened from many parents a compliment that AON has been a great partner in edu-cating his sons.

A hundred twenty employees com-municate in AON Children’s Day in 2009 only in the main office in São Paulo and for the others was desti-nated a gift voucher to each employee who has sons in the age group men-tioned. The communication is optional and each father brings his child, who receives a personalized invitation.

In the activity of 2009, the “Bad Wolf” and “Little Grandma” were conducted to the AON offices, while “Three Little Pigs” were in the recep-tion to welcome the children. The HR team followed each action, which in-cluded a short conversation, in infant language, about AON culture. They answered questions like “do you know what your daddy does?” and “do you know how insurance busi-ness works?”; HR started demystify-ing to the children the question about “my father’s work is a monster”. Even the employees that don’t have chil-dren are invited to participate. Integra-tion is the keyword.

Full of curiosity the children asked: “Why does my father spend so many times out?” or “What can I do in here to help my father’s work, in order to be near him?”

The results of these actions are ex-tensive. In accordance with the HR Team, at once AON Children’s Day cause a “love between employees and company”. Many of them call and send e-mails describing this one as the better HR practice and telling they are amazed with the anxiety of their children to see the video of the event many times and

ask for the next edition. Some children say they are “AON employees”, while others plan the day they will be working with their relatives.

“Feeling useful and respected worth a lot; an employee son created a drawing so beautiful about him and other children playing and taking with them a little balloon where was written ‘thank you’ ”, says Agatha.

According to Eduardo Lopez Fer-reira, AON Infrastructure Manager, the contact with other employees’ chil-dren has been very important to the development of his son, the little Car-los Eduardo, three years old. “My son identifies easily the people from my work and doesn’t make many ques-tions when I go to work, because he is acquainted with everybody”, he cel-ebrates.

But for Edson Nascimento, from the after-sale Relationship area, AON Children’s Day increased his confi-dence relationship with the company. “My daughters Ingrid (12 years old) and Letícia (10 years old) were sur-prised with the multi functionality of my work and started to understand the reason that sometimes I get late at home; more than this they loved so much this event that every year they ask me to go”, said admired.

For Luiza, five years old, Luci-ana Carchat’s daughter, auto dam-age area employee, the contact with

mother’s co-workers is something that she loves. “When I go to work she asks me about my boss and not else where do I go or who am I going to be with”, tells Luciana that loved to see her daughter sitting in her work chair to make draws. “I consider this action so innovative and I have never worked in other company that offered me something like that”, tells her who has worked in AON for two years.

Besides attending to relative needs the event proportions to HR an inte-grated view of employees that, in the presence of their children, reveal a lot about themselves. It’s not in vain, AON was a company that grew up so much even in times of crisis – in 2006 were 400 employees and in 2010 are more than 800 in São Paulo and 11 branch offices in Brazil. Benefits generated by the practices as “AON Children’s Day” have proved how the environment work can become a part of the house of the employees, increasing productivity the same way diminishing the stress.

“When I go to work she asks

me about my boss and not else where do I go or who am I going to be with”,

tells Luciana

“Aunt” AgathaThe HR Manager is always present in each step of the planning and execution of AON Children’s Day. The passion for being with children is essential for the success of this action.

Phot

o: A

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Pec

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March / April | 2010 | 13

TRIBUTE

Luiz Carlos Campos has been a kind of compass for many successful people managers that make important deci-

sions every day. The big HuMAN BE-ING that went to the eternity on 18th September 2005 had a sharp capac-ity of perception and understanding of people necessities. For this reason he anticipated situations that later be-came trends.

As everybody says in any HR meeting, Luiz Carlos had a very rare gift to captivate, ravish and connect himself with people regardless of so-cial stratum, culture level, race, na-tionality, religion or any other predi-cate. He handled different situations very well, even during moments of extreme stress.

“In Coca-Cola, where he was HR Manager, he realized that the reward-ing of a golden watch for those who celebrated 20 years in the company was not adapted to the social reality of all employees; so he started listen-ing to the employees and creating a money bonus policy adapted to the reality of each person. This is being ahead of time”, emphasize Rodrigo Campos, Luiz Carlos’ son.

Besides Ethic and Transparency, another value widely clear, not just in the speech but also in Luiz Carlos actions, was the Generosity. Rodrigo reports a fact of Luiz Carlos that the father asked him not to tell anyone, because he never wanted to take ad-vantage of this:

“One day my father was invited to give a conference in a Business Conference in Chapecó (SC). There will be Miriam Leitão, Roberto Shinia-shiki and Arnaldo Jabor. That would be normal receiving fee. They asked how much he received and he said: ‘I overcharge, my price is a kilo of food for each member of this conference for donating to charity institutions.’ In this conference he collected more than a ton of food. For his own, he wanted nothing. He said he made an agreement: ‘in all lectures I donate my knowledge’, that is, it was Social Responsibility. And when he received money he asked the money to be di-rect deposited into an account of a charity institution”.

Even when he didn’t travel, a lot of times he gave informal and free coaches. A talk with Luiz Carlos was equal to _ according to many execu-

tives _ a kind of “strategic planning class” with a lot of support. In love with reading, Luiz Carlos had just at home, according to his sons, at about 500 books concerning many subjects linked to People Management.

Inspiration and transpiration were always together in his life. At 14 years old Luiz lost his father and had to “become the man of the house”. At that time, he woke up at 4:30 am to work. Years later, in 1971 he worked in Coca-Cola purchasing sector. In 1973 he was removed to HR where he was until 1983, rising to be manager. After he worked in Estaleiro Verolme, Wortington do Brasil, Alcatel Telecomunicações, until taking flight with his own busi-ness: Tao Empresarial, later Joll Solução Saúde.

He managed ABRH – RJ between 1998 and 2003, in two mandates and later ABRH – Nacional, when in 2004 brought the fantastic Congresso Mun-dial de Recursos Humanos to Rio de Janeiro. Nowadays, Luiz Carlos Cam-pos’ sons and daughters; Rodrigo, Helena, Christiano and Luiza strive for, with ethic, transparency and gen-erosity, continue his legacy.

“A mAnAGeR AHeAd Of HiS Time”

luIz Carlos Campos Photo: Arquivo de família

14 | March / April | 2010

TRIBUTE

The way I like people From luiz Carlos Campos

I like people who like people. I like mainly those people…Who love people.I like people with a shining bright in the eyes that shine others with passion, pertaining to people who chose to do what they love. I pay attention in those people…That learn how to like what they are doingI like people who didn’t walk back, face to the challenge of modifying what needs to be modified. Those people know that strength and transformation success consist in knowing that the first important step is…Modifying himself.I like people who know that the world never changes, but when you are the change…The whole world changes with you.I like people who thrill with the simple things in the life. Those people are different because they never lost the opportunity to…See the obvious and enjoy the beauty, not always seen, of simple things.I like people who cultivate, harvest, and

those who can cultivate to harvest.Those… are enterprising like enterpriser.I like people who aquariously conspire. Those people know that the efficient transformations in 21st century, Will be… the result of intelligent thoughts that conduct to the good.I like people who resists to the temptations of illicit and evil, and renounce all other ways like those.Those…Can live all life in poverty, but will never know the worst way to express…The spirit of poverty.I admire many people who declare and share the credit with the author of the work. People like that have a lot of ways to realize things… grow up with the success of the others.I like those who have the habit of saying thank you. This action combines gratitude and modesty. Two indispensable ingredients for keeping the success. I like persevering people, because, no doubt, tenacity is the right way of overcoming.

I admire people who shine like stars. But I learned how to like and appreciate a bigger brightness, but many times invisible… from the producers of stars. I like people who renounce the prejudice in all his ways. Those people know the value of inclusion and the importance of living with diversity.People like that... can live comfortable, in any place on Earth. I like and like the missionaries of knowledge, that have conscience and responsibility in sharing what they know.These ones, for wisdom, have already learnt that more than teach is important to learn. I like the eternal apprentices, because these kind of people construct their knowledge being sure there will be always something to learn… people like that will never be empty. I like people who are pregnant besides the biological.This being, male or female, generates life for solidarity and gives shelter to the fellow man.People like that, for sure, have one organ more than the others…An uterus in the heart. I like being close to young people at any age. People like these, will never have wrinkles in the soul. I like people who know that personal growth come from the capacity to tolerate the intolerable, live together with the insupportable and, more than everything, forgive what everybody thinks is unforgettable.I like people who make the present attitudes a big constructer of the past.These ones will have forever the history conspiring behalf of them.I like people who love beauty, people who enjoy and propagate the good things.And I suspect that also is this kind of people that God likes.

Photo: Arquivo de família

March / April | 2010 | 15