Profile of VET organisation

Name of organization: Grupo Sorolla Gestión Coop.-V

 

Country: Spain

Type of VET institute: Post-secondary non-tertiary vocational education

No of staff: 325

No of trainees: 2700

Short description

Grupo Sorolla is a 30-year old worker cooperative. It currently consists of five private and semi-private schools, four of them providing statutory upper secondary education.

Mission: Grupo Sorolla seeks to meet education needs to high standards, as well as the need for people’s intellectual growth and overall development.

Vision: Grupo Sorolla aims to become a reference in centre management, ensuring their leadership as an organization and strengthening their vocation to be a long-lasting institution without losing momentum.

Values: professionalism, innovation, commitment, communication, learning, stability and prestige.

The cooperative consists of 325 people, 162 of them being cooperative members.

More than 2700 students aged between 1 and 18 were enrolled in academic year 09/10.

At present, the organisation is about to complete strategic period 2006-2010 and is therefore putting forward its new strategic programme for 2010-2013.

Description of good practice

Title: Skill-based management of people.

Process:

With a view to improving people’s professionalism, boosting their internal promotion, defining the yearly training plan, generating the organisation’s talent database and improving the atmosphere at work, a skills evaluation is conducted for all of the employees on a yearly basis.

Three types of skills are assessed: core, technical and managing skills. The first ones are common to everybody in the organisation, the second ones are those needed by each job, and the third ones only concern those in managerial positions.

Each individual carries out his/her self–evaluation, which is complemented by that of the person he/she is answerable to. A meeting is held between them and, based on the evidences provided by both of them, consensus must be reached as to the results of the assessment, and an agreement is signed about the improvements to address in the next period. Such improvements may include training, tutorship by a colleague, etc.

Skills evaluation is key to the professional promotion process; all positions in the organisation are renewed every four years.

This type of evaluation has been conducted for more than five years. All members of staff are assessed except for those who have been with the organisation for less than six months and those with a part-time contract.

All intermediate managerial posts have completed management training courses.

Persons responsible:

Human Resources Management, School Principals, School Heads and Coordinators.

Documentation

• Evaluation questionnaires for all the staff.
• Yearly report by Human Resources on skills evaluation.
• Records of the training process (recording training needs, satisfaction with training, training effectiveness).
• Satisfaction questionnaires by central services.

Evaluation and review

The percentage of people who are not completely fit for their jobs is measured. And the results are segmented throughout the school structure and for each skill. The staff's perception of the skill-based evaluation is also measured in the yearly surveys conducted by the central service.

As a result of the evaluation, the following improvements have taken place: skills have been segmented based on the activity carried out, and managers have completed a training programme intended to boost their strengths; it compares their results with those of other companies in the country and worldwide.