In 2015 Enel confirmed its commitment to managing, developing and motivating people, investing in an important process of revision and transformation of processes in keeping with the new values and forms of conduct. The knowledge of people and the business, and the ability to identify their needs in order to propose innovative and targeted solutions underpinned the change.
A dedicated database was created which enables the connection of the qualitative and quantitative variables and to segment the population not only on the basis of the classic variables such as job level, age, organizational level, but also on variables such as motivation, expectations and priorities. For example, with the help of a short questionnaire, the people who work in the company have been able to reflect on their own profile in terms of priorities. On the basis of the approximately 35 thousand questionnaires collected in 2015, it was possible to segment the company population using 7 profiles (for example, “explorer”, “protective” or “rational”), which can help identify activities and services which are more in line with the real needs and characteristics of the people. In this regard, a first catalogue of initiatives was defined, which will be further developed in 2016, and the new role of “HR support” was introduced, an easy and accessible contact for people and a reference point for administrative activities. In 2015 the first support point was opened in Italy and in 2016 it is planned to disseminate it in the main countries for the Group.
The strategy for identifying and developing talent in the company was revised and new development processes were designed and launched based partly on challenging projects and priority business activities and partly on individual differences among people. Among the various initiatives, in 2015 an international mobility plan was launched aimed at facilitating the development of skills and integration through the involvement above all of the youngest employees in the Group. This program lets participants test themselves in international contexts with significant responsibilities and is useful to accelerate the development of critical skills and to prepare themselves for increasingly complex future challenges, also by leveraging suitable accompaniment (for example, tutoring programs).
In addition, individual development plans were established for people with the most potential, using differentiated tools (mentoring, coaching, mobility, training, etc.) suited to the specific development needs.
The performance appraisal process was managed in line with previous years, but work was done in parallel for a profound revision of the whole process. As for the assessment of conduct, which will be launched in 2016, the new process will see the involvement of all the people who work in Enel and there will be a particular focus on feedback, which is considered a key moment in the relation between the manager and employee, in which both can discuss their reciprocal expectations and development possibilities. In addition, the assessment will be carried out in line with the new values, the new forms of conduct and the new organization. As for the assessment of objectives, the new process envisages a simplification of the previous one and a greater alignment with the corporate strategic priorities. The performance of managers is also assessed in accordance with the issues linked to occupational health and safety, with particular reference to the reduction in the number of accidents and the implementation of initiatives aimed at improving safety standards.
The hiring process and related tools have also been revised in light of the profound transformation that is underway, while also adapting them to specific targets and local practice. Innovative tools have been introduced which enable verification of candidates’ aptitude and to assess their cross-functional skills which, together with technical knowledge, are of strategic importance for the future challenges of the business.
The company performs a previous check within its employees and, only in the absence of suitable profiles, the external recruitment process starts. In general, local candidates are favored unless there are specific needs for international profiles; for technical and operational roles, where possible, the Company prefers the recruitment of candidates who live in areas close to the workplace.
During 2015, work was done to consolidate strategic partnerships with the academic world and with centers of excellence of particular importance for the future of our business and the employer branding policy was redefined in order to promote Enel’s image within a globally recognized business community, which leverages a new digital strategy defined at Group level.
During 2015 around 2.5 million hours of training were provided, down compared to 2014, following the ending of some campaigns. The initiatives undertaken confirm the central role of technical-specialist training, both obligatory training and structured training in academies, together with occupational health and safety training, in line with the significant investment made on this issue in previous years. Particular emphasis was placed on cross-functional training to help facilitate the significant strategic changes and the development of the organization, and language training to support integration, above all in the Global Functions, while cross-functional training campaigns on ethical issues and sustainability were extended in 2015 to the countries of Latin America and to the Enel Green Power Group. In particular, the introduction of the new organization based on the matrix model and profound revision of HR strategies and policies were supported by numerous global training initiatives to accompany the change, which involved both cross-functional populations at different managerial levels and new global teams within the various company Functions. These initiatives helped to stimulate reflection and to disseminate Enel’s new Open Power vision. In addition, in 2015 the training program for new recruits was reviewed and was set up as a laboratory to generate ideas and business models, in order to train the new recruits in an international context on innovations and on new forms of conduct.