2016 was an important year in consolidation of the model to manage and valorize people. Knowledge of people and the business and the ability to identify their needs in order to propose innovative and tailored solutions underpin this model. People are considered as a unique whole (in both their personal and professional spheres), with their needs, expectations, and differing personal characteristics. In line with the corporate strategy, the new group professional catalogue (“Roles Catalogue”) was defined, which guarantees the availability of the roles and skills needed now and in the future to rapidly take advantage of the opportunities which the market offers. It is also the pillar to manage the main human resource processes on the basis of the profiles and skills in the Group. The new catalogue is made up of around 100 roles and 200 skills.
As regards the recruiting process, which involved all the countries in the scope of Enel, Recruitment Days were organized in Italy, Spain, Brazil, Romania, Chile, Colombia and Peru dedicated to new graduates. This is a completely innovative approach, both for the candidates and for the people from the business areas, who had the chance to evaluate technical and behavioral skills, the ability to interact and, above all, the “culture fit” of the future collaborators, in other words their ability to assimilate the corporate culture. There has been a shift from an approach in which the starting point was the curriculum vitae (studies, degree class, experience) to a more complete approach, where the focus is on the personality, skills, attitudes and ideas, in order to better understand the potential of the candidate to work in an innovative, complex and continually shifting context such as that at Enel. The innovations start immediately when applying for a position: besides their curriculum, the applicant is asked to send a short video presentation to be given also in English. This is followed by contact by phone or via Skype, for an interview focused on Enel’s four values. The people are then identified to be invited to the Recruitment Day, in other words the job interview, which, however, has innovative features, since it is set up as a workshop in which participants are asked to draw up business ideas.
In 2016 the new process of qualitative and quantitative performance assessment was launched. The qualitative part envisages 4 stages: self-assessment and external assessment, in which the staff member and the evaluator assign a mark to the ten forms of behavior in the reference model, weighting of the assessments made and feedback, in which the staff member and the evaluator meet to comment on the assessment and identify the consequent development actions for the following year. The instrument of reverse feedback has also been introduced, through which the feedback becomes two-way, an exchange of views to improve the performance of the person being assessed and the evaluator, which is also useful in order to strengthen a relationship of reciprocal trust and support. In particular, the global campaign involved 100% of the people who were reachable and eligible11 and 99% were evaluated. In addition, 87% provided feedback. On the other hand, a quantitative assessment was carried out for those who have variable pay (MBO and Annual Bonus), envisaging the assignment of objectives and their evaluation. In order to guarantee a global and uniform process, but at the same time to address the needs of the whole organization, an assignment and evaluation model was envisaged based on predefined objectives which come directly from the Industrial Plan, to which are added, in the case of the Annual Bonus, open-ended objectives which are established in agreement between the person being evaluated and the evaluator. In line with the performance in occupational health and safety in previous years, specific targets were established for management, which were then cascaded down across the whole organization, covering in 2016 65% of those entitled to MBO.
A new approach was finalized for the assessment of managerial skills before appointing people to key positions, which involves an assessment of the skills in order to verify that these are in line with the level of responsibility which will be entrusted to the person and with the management model which the company considers necessary for the future. Compared to 2015, the methodology progressed with the inclusion of new instruments, more emphasis was placed on the feedback process, a new analytical variable was added to the assessment, i.e. marketability, which indicates the person’s potential in regard to horizontal, vertical and international growth.
With the 6Digital Project the digital skills of the people who work at Enel were also mapped; the work plan during 2016 was extended to the whole corporate population and, in relation to the skill levels on digital themes, dedicated initiatives were defined. At a global level, digital champions were identified, who were subsequently involved in a full program of activation and engagement, which culminated in the organization of a Hackathon and in the establishment of a dedicated community. In 2016, around 33 thousand people were assessed through the managerial and/or digital assessment process.
In continuity with the activities in 2015 and in order to identify the best talent to cover positions of particular strategic interest, the process of defining Succession Plans was undertaken and in 2016 was extended to all managerial positions. The main challenge in 2016 was to identify the “Ready” successors, who are available at short notice, and the “Pipeline” successors, who are ready in the medium term, to cover all the managerial positions in the Group, with particular attention to young people, women and the valorization of cross-cutting and international experience. For the successors individual development projects were defined, both on the basis of their individual and professional profile, and in relation to the positions for which they have been identified. 2016 saw the continuation of the Young People International Mobility Program to valorize young high potential colleagues, through development projects involving international mobility among the countries where the Group is present. Various development programs have been defined to valorize talented staff in the company with the aim of creating a pool of highly qualified people who can fill key positions. In particular, there is the Schools Development Program: a training program on the management, maintenance and development of power plants, dedicated to the staff of the Renewables Division.
Over 80 people have been involved and the courses will end in 2018. In the Thermal Generation Division, the Gexcellence Project was launched to reward and acknowledge the excellence of people who work in thermal production worldwide.
In addition, Enel launched the Informal Network project, to identify a pool of informal, acknowledged and central leaders. The analysis involved around 2 thousand people covering Italian and Spanish senior executives, managers and young staff. Around 10 thousand links were mapped and 108 key people were identified who represent connectors who can build cross-cutting relationships in the Group’s professional families.
During 2016 over 1 million 900 thousand hours of training were supplied, down compared to the previous year following the redefinition of the company scope which saw the Slovak company leave the Group, the completion of some campaigns and the refocus of the training offer which also envisaged programs with study grants for people who work in Enel, in cooperation with strategic partners in universities and in research centers (in 2016 over 100 grants were provided). The initiatives undertaken confirm the central role of the technical/specialist offer, together with training on health and safety and, in general, on issues linked to sustainability. A pilot project was launched, Linguistic Tandem, an open learning method, which is based on an informal agreement between pairs of colleagues, in which one learns the language of the other. As part of the managerial training courses, the “From Leader to Coach” Program was developed, a training program dedicated to all managers with the aim of developing leadership towards more open, participatory models, involving people coaching, with an impact on the management of the team, on the development of collaborators, on the sharing of activities and responsibilities, and on the ability to communicate, listen and give feedback.
11 Eligible and reachable: those who, at September 2016, were part of the workforce and had been active for at least three months in 2016. In addition, no consideration was given to people who could not, for personal or professional reasons, access the print or online questionnaire.
Enel and the National Skill Strategy
Enel, as a key stakeholder, takes part in the program to draw up the National Skill Strategy launched by the Italian Government, in cooperation with the OECD (Organization for Economic Cooperation and Development) under the coordination of the Ministry of Economy and Finance, the Ministry of Labor and Social Policies, the Ministry of Economic Development, the Ministry of Education, University and Research and the Prime Minister’s Office. This participation enables a concrete contribution to be made to the development of policies and future decisions on the issue of skills development as a lever for growth and the sound functioning of the labor market, and to the preparation of the National Skill Strategy, in keeping with what has already happened in various OECD countries (Norway, Spain, Portugal, the Netherlands, etc.).