Principal actions and tools supporting development activities

  • PMT - Performance Management Tool
  • Competence mapping
  • Scouting and talent management

Performance Management

PMT - Performance Management Tool
– is the online performance management and assessment tool launched at the Group level in 2007 and gradually extended to all staff (executives, cadres and white collar staff) at Pirelli business units and subsidiaries. In 2010 this process involved over 5,600 employees, about 1,000 more than in 2009, because the online tool was also extended to the employees of major Group industrial subsidiaries in countries including China and the United States, as well as all companies at commercial affiliates that had handled only in paper format until just one year previously. The PMT has proved to be an extremely dynamic tool, capable of reflecting and embracing the new values and cultural changes promoted by the company, facilitating learning. In 2010, the “Performance Management Tool,” as previously mentioned for other processes that support employee training and development, was aligned with the Leadership project and programme. This is true in particular of the skills section, which since 2010 has included the nine drivers for the new leadership programme for everyone at the company who holds positions of responsibility and manages other employees. Consistently with the importance assigned to behaviour during the leadership project, since 2010 the Performance Management process envisages that not only the assessment of the achieved results but also of behaviour during the year be highlighted. Naturally, this change also satisfies the aim of giving increasing importance to the processes of assessment and exchanges of opinion between supervisor and subordinate. With this aim in mind, and coinciding with the launch of the PM process in 2010, a new section was created in this tool, entitled Development Plan to create space for the comments by supervisor and subordinate on possibilities of growth and development.

Competence Mapping

In the “Performance Management” platform, a new section dedicated to skills mapping was created in 2010. This process aims to:

  1. provide the company with a complete and exact snapshot of the distribution of skills;
  2. provide the company with suggestions for planning specific training campaigns;
  3. make individuals aware of the expectations that the company has of him;
  4. provide the supervisor with an overview of the strengths and areas for improvement by his/her subordinates.

Compared with the past, when skills mapping campaigns were conducted using paper tools, the new online version of the process makes it possible to measure the extent of specific skills exactly, in view of the mobility and polyvalence of resources.

Scouting & Talent Management Activities

The principal process of talent scouting at the Group is connected with the Development Centre, the initial part of the previously mentioned Career Development international development training programme.

Various initiatives were undertaken in 2010 to motivate, engage and retain talented individuals at the company. The first step was to refine the criteria for identifying talents at the company. Then the department, business unit and company management were asked to list the names of talented individuals and define a development plan for each one. When Performance Management 2010 was opened, the talented individuals discussed and agreed on a medium-term development plan.
The goal of this process is to give the employee a clear understanding of the value of his professional career.

Furthermore, interdepartmental committees comprised of senior management will be organised beginning in 2011 to monitor and implement the process operationally, both in Italy and in other countries.

Finally, the pool of talented individuals will be used as a primary source for covering executive position openings.