Selection, Training & Development

Selection: Talent Attraction initiatives and tools, and Employer Branding

Carriera

To steer the crucial phases of integration and development of human resources, Pirelli Group implements an extensive policy system at both Group (Corporate initiatives) and Sector/foreign affiliate Company level. Policies that define and regulate the Personnel Research & Selection process are implemented locally by affiliates, in accordance with practices and local regulations in force. In Italy, the screening process for recent graduates, for example, is centralised and managed by the HR (Human Resources & Organisation) Department during the first stage of CV sourcing and screening. This stage is followed by assessments based on group dynamics, tests and individual interviews, with the collaboration of a specialized external company. Finally, in-depth interviews are conducted directly with the Line Manager who is assisted by the HR Department. Candidates who receive a positive assessment are inducted into the Company through a training and orientation track.

Talent Attraction initiatives used by the Group to present itself include:

  • Employer Branding: choice of key universities/faculties/Master’s Degree courses; brand management and Pirelli’s presence there through contacts, corporate presentations, case histories, practical training sessions and recruitment days with Line Managers from the various departments/business areas, held in leading universities in Italy, Romania, China and Brazil. In 2007, this attracted an average of 600 recent graduate applications a month in Italy alone.
  • Career Days: days dedicated to direct contact with graduates, under-graduates and young professionals in the main university cities. In 2007, participation in career days – a key employer branding tool – saw the setting up of Pirelli stands in 7 Italian universities (the Bocconi, the Polytechnic, the Bicocca, and the Catholic universities in Milan, Bari and Turin), in 2 Engineering Universities in Turkey (Istanbul and Ankara) and in 2 Business Schools in Spain (Barcelona). The first Romanian career day was also held in the university city of Craiova.
  • Career Books: a tool for work orientation, postgraduate training and communication targeted at undergraduates, recent graduates and young professionals. These guides are organised into three sections (postgraduate orientation, company profile and training) and are distributed in placement offices in universities, orientation offices, internship programmes, associations for graduates, bookshops and during Career Days.
  • “POLITONG”: was launched in collaboration with the POLITONG project, involving the Polytechnics of Milan and Turin and the Tongji University of Shanghai. Italian and Chinese students, after having attended courses taught in English together and in alternate years in the two countries, can obtain a degree recognised in both China and Italy and thus enabling them to integrate more rapidly into businesses operating in the competitive Chinese market.

The variety of initiatives aimed at the university world has led to a significant increase in the number of applications from candidates and this year, in Italy alone, has resulted in the selection of around seventy young recent graduates who have been successfully inducted into the company. In this regard, the following were organised in 2007:

  • Interview simulation at the Bocconi University of Milan: several Pirelli managers were available to the students of specialist degree courses to simulate individual selection interviews. At the end of each encounter feedback was provided on the handling of the interview, highlighting any strengths and areas for improvement.
  • Student Open Day: groups of school and university students were invited to Pirelli for a whole day, which included organised visits and guided tour of the research laboratories, testing units and production sites.
  • Global Management Challenge: in 2007, Pirelli took part in an international business strategy tournament, based on a business game, supporting 3 teams of students (2 from the Polytechnic of Milan and one from Bocconi).
  • Executives in classroom: in 2007, Pirelli managers gave around 20 presentations/lectures at the key universities.
  • New advertising campaign: entitled Immagine del seggiolone (literally “picture of the highchair”), launched at the end of 2007 to attract young graduate talent. It will be used in the website, in brochures and posters in universities, in personnel recruitment adverts and all the attraction initiatives aimed at the world of recent graduates.
Immagine del seggiolone

The 2007 advertising campaign entitled “Immagine del seggiolone” (literally “picture of the highchair”)

Training & Development: Initiatives and Tools for the mapping, assessment, training and development of human resources

Summarised below are the Group’s main tools used to support the processes of assessment and development of the company staff.

  • Skills Catalogue: geared towards creating a shared set of guidelines for setting out training activities, to meet the needs in terms of the development of skills and the organisational behaviour required of Pirelli Group employees. Reference skills (grouped into 10 categories for ease of identification) were identified by the Top Management during the Pirelli Values certification process.
  • Tools for Assessing Potential: Assessment Centres, Development Centres and overall Feedback Questionnaires support both awareness raising sessions and the monitoring of managerial potential. These tools are also used in the Group Talent development framework (during the various phases of corporate life) and to provide a snapshot of the population of the various of professional families.
  • Performance gauging Tool: launched at Group level in 2007. Assessment is based on the objectives, agreed with managers, to be achieved during the year, the level of expertise with respect to the skills of the respective professional family and the training/development undergone to achieve the objectives. In 2007, this tool was used on-line in Italy, Turkey, Brazil, Argentina and Venezuela. In 2008, its on-line use will be extended to Spain, German, the UK, Romania and Egypt. Paper forms will be employed in the other countries. Staff managers have been provided with appropriate training to facilitate their understanding of the assessment process and the application of this tool.
  • Development of Skills by Professional Area: this includes training programmes that are geared towards improving, deep-rooting and spreading the expertise of specific professional areas (e.g. Administration and Control; Sales and Marketing; Manufacturing and Quality; Personnel; and R&D), focusing on the professional skills required to achieve professional excellence. The Talents required for the various roles are highlighted.
  • “Global Grade System” Manual: a list of the “standard positions”, i.e. illustrative schedules of the various positions, focusing on technical-professional skills, abilities/traits, background and organisational structure. The manual provides support for the designation of specific roles, recruitment, job posting, organisational charts, pay schemes, development plans, and target setting for incentive schemes.

The main Group Training Projects

The most important Training projects conducted at Group level for the main professional categories are listed below.

  • Managerial Development in China: between the end of 2006 and the start of 2007, a Development Centre programme was organised for a group of 50 managers, to enable each of them to assess their skills and set out a personal training programme. The Development Centre results led to the establishment of appropriate training courses and skill enhancement initiatives.
  • Intercultural Management in China: the workshop cycle continued in 2007, aimed at developing skills in recognising differences between the European and Chinese “cultural frameworks”, and gaining a more detailed understanding of China’s macroeconomic framework.
  • Setting out of the Training programme for Romania: training opportunities, particularly for “on the job” training, were organised for the start-up phase of the new Tyre production plant. Staff received prolonged training (approx. 3–4 months) according to their role. Topics of discussion included Group values, its Ethical Code and multicultural differences. In the second half of 2007, as in China, a Development Centre was organised for around 40 managers and professionals. Also in this case, the results of the Development Centre will be implemented in 2008 to develop a structured and stable long term training programme.
  • “Best Seller” Project for the Italian Sales Force: at the end of 2007 work started on a training project, to be launched in 2008, for the Italian Sales Force. It is aimed at making Pirelli’s selling proposition more incisive through the use, by sales staff, of new/different methods of approaching customers. The focus will be on relations between the sales force and customers, to make them more effective and mutually beneficial.
  • Team Coaching (Motorcycles Business Unit and Pirelli Information Systems): two major coaching projects were implemented in 2007. The first, involving the Motorcycles BU, was a response to the change of direction in 2007 and was geared to providing support in addressing the cultural change involved. The aim was to promote an independent managerial and decision making style within the team and in particular among the managers reporting directly to the Director, in support of a culture of feedback and development of human resources. It also sought to improve conflict management within the team and increase its openness to the other Pirelli Group functions. The project initially involved individual and team coaching, followed by training in support of the areas of improvement/objectives emerging from the coaching. The other project involved the Pirelli Information Systems within Pirelli Tyre, and arose from the need to revitalise relations between certain parts of the group, making them more constructive and transparent, in order to strengthen team spirit. The first stage focused on the experiences of the participants taking part in a series of practical exercises, whereas the second involved the analysis and systemisation of the behaviours that emerged.
  • Fostering ACF Skills: this training programme for the professional family “Administration, Control and Finance” has been developed and managed in association with SDA Bocconi. Launched in 2006, it focuses on the Administration & Control and Finance Functions. Its main aims are to enhance specific “technical” expertise and managerial skills, and increase the sense of belonging within the professional family. The Programme continued in 2007 and will conclude in 2008.
  • Running the Market: the first stage of this project involved the mapping of the commercial skills required in the European area. A training programme designed to fill skill gaps and develop role skills was then developed on the basis of the results. The training course involves technical and behavioural skills modules. It is targeted at Top and Middle Managers in the commercial division and Sales Agents. In 2007, the focus was on the technical/professional training of Sales Agents and Middle Managers, whereas in 2008 it will concentrate on both technical and behavioural training for Top Managers and behavioural training for Middle Managers and Sales Agents.
  • Building Purchasing Competencies 2007 – 2008: in 2006 and 2007 the Purchasing Department organised international training courses at the European Institute for Purchasing Management, for managers from Italy and other affiliates. The duration of the courses ranged from three weeks to a year. This training programme will be continued in 2008, “tailored” to the specific needs of the participants and organised within the Group’s offices.
  • Italy Catalogue, General Catalogue and Specific Catalogue for Research and Development: a range of courses are on offer aimed at developing cross-disciplinary skills for all the professional families, accompanied by specific courses for Research and Development staff. Subscription takes place through the Learning Lab portal in the Intranet. Since 2007, employees have also had access to available training through the on-line Performance Management system mentioned above. This has enabled the precise planning of training needs, assessed in conjunction with the identification of annual targets. The wide variety of topics covered by the available training courses includes Fostering Diversity, specifically targeted at Professionals, Managers and Executives based abroad or who have significant interaction at international level.

The Group has focused particular attention on the planning of the training scheduled for 2008 at the Turin Industrial Centre.

Indeed, in 2007 a study was initiated of the technical, managerial and behavioural training and retraining programme for all the workers at the new Pirelli Technical Centre in Turin. The aim is to transfer the necessary skills and behaviour to ensure the highest standards of quality, production, technology and safety. In 2007, work focused on the design of introductory modules on health, safety and the environment; our customers and our markets; our new factory and lean production; the rules of the organisation; and Sustainability with a focus on Equal Opportunities.

The courses will be provided in 2008 and will involve each employee in a series of sequential and integrated training sessions, with intermediate phases of work/on the job training.

In addition to the design of the training programme, by January 2008 the Group, for the first time, will conduct a survey on Engagement and the Work Climate at its tyre plants in Settimo Torinese, with the aid of the consultancy firm Towers Perrin-ISR. The survey will involve 1,600 blue collar and staff.

The main objectives are to:

  • Provide continuous measurement of the level of Engagement of the workers employed in the plants.
  • Identify perceived strengths and critical issues in order to set out appropriate improvement measures.
  • Identify tools to improve Engagement and the acceptance of change (Settimo Torinese).
  • Develop a single tool to assess the employees’ engagement with the Group’s mission and values and to systematically measure their opinion in the future.

The communication of the Project has focused strongly on anonymity, transparency and clarity in relation to the objectives, methodology, and the release of the survey results. On completion of the distributed questionnaire, Towers Perrin-ISR will interpret the results for the next step, which will involve the presentation of the overall results, highlighting the main indications of the priority improvements to be made.

Training modules will be provided over the next three years in the following areas: organisational model and company rules, health safety and environment, quality and technology, work processes, installations and maintenance, planning and production efficiency, continuous improvement, communication, team working, problem solving and decision making. Specific training courses will be developed for certain key positions, designed to address the responsibilities and objectives of specific roles within the organisational model. For example, the production assistant will have specific training sessions focusing on the enhancement of skills for the management and motivation of co-workers. Finally, there will also be modules addressing the use and management of processes relating to the new technology from the research and development programmes, such as Next MIRS.

Sondaggio dipendenti

Cover of the questionnaire “Qual è la tua opinione?” (“What’s your opinion?”) addressed to Settimo Torinese employees

Group training on sustainability: during the course of 2008, extensive training will be provided on sustainability at all the Group Affiliates.

“Organisational Model” Course – Italy: from the start of 2008, an on-line training course will be provided to all Italian employees to present the Organisational Model, which Pirelli has made significant changes to following the recent developments in the Regulation No. 231.

Main development initiatives – “Talent assessment & development”

The main initiative in terms of talent assessment and development is the Career Development Programme, organised, managed and coordinated at Group level. The objective is to support High Potential Personnel over the course of their professional career. The programme involves Development Centres (at Local, Group and Individual level) dedicated to the analysis, assessment and development of the skills that make up the Pirelli managerial model.

In 2007, Local Development Centres, conducted in the local languages, were started up in the countries where Pirelli has its production facilities (Italy, UK, Spain, Germany, Romania, Turkey, Brazil, and Argentina). In 2008, two editions are due to be held in China. The Group Development Centres, in English or Italian, take place in Italy and are targeted at High Potential Personnel who have been with the company for 4 to 7 years.

The table below shows the number of Local Development Centre editions held in 2007 in the various countries together with the number of participants.

LOCAL DEVELOPMENT CENTRE IN 2007

Country

Company

Editions

Participants

Brazil

Brasil Pirelli Pneus SA

2

24

Germany

Pirelli Deutschland Gmbh

1

12

Italy

Pirelli & C, Pirelli Tyre, Pirelli Labs, Pirelli BBS

3

38

Spain

Spain PINSA

1

8

Turkey

Turk Pirelli Lastikleri AS

2

20

UK

Pirelli Tyre Ltd

1

13

Argentina

Pirelli Neumaticos

1

16

Romania

Pirelli Tyre Romania

1

8

TOTAL

12

139

The number of participants in the 6 Group Development Centre editions held in 2007, broken down by country of origin, are shown below.

GROUP DEVELOPMENT CENTRE IN 2007

Country

Company

Participants

Brazil

Brasil Pirelli Pneus SA

5

Germany

Pirelli Deutschland Gmbh

10

Argentina

Pirelli SA

2

Turkey

Turk Pirelli Lastikleri AS

2

UK

Pirelli Tyre Ltd

2

Spain

Pirelli Neumaticos

4

Egypt

Egypt Pirelli PATCO

3

Greece

Pirelli Elastika

1

Singapore

Pirelli Singapore

1

Romania

Pirelli Tyre Romania

2

Italy

Pirelli & C

3

Pirelli Tyre

40

Pirelli LABS

6

Pirelli BBS

4

Pirelli Ambiente

1

SSC

4

TOTAL

90

Together with the Development Centres, candidates is offered the opportunity of understanding the business complexity and company strategies by attending seminars on Understanding Business Complexity, Managing Growing Complexity, and Developing Managerial Excellence, organised in association with the best European Business Schools. A summary description of the contents of these three workshops is provided below:

  1. Understanding Business Complexity (UBC): designed to facilitate the understanding of business complexity and develop the ability to read the competitive scenario and its evolution. The seminar alternates between lessons, case histories, and case studies, encouraging the comparison of the experiences of the participants from different cultures, businesses and corporate functions.
  2. Managing Growing Complexity (MGC): designed to develop the ability to handle complex situations and to make strategic decisions. It alternates between sessions on improving the ability to read the macroeconomic scenario and trends, studies of company success stories that have involved creating and obtaining a competitive advantage, and phases designed to improve leadership, especially with regard to achieving results through the support provided for the setting out of well structured development plans.
  3. Developing Managerial Excellence (DME): a veritable compact Executive Masters course aimed at the Group’s Key Executives, running over a period of 8 days. The main objective is to strengthen key skills in the following areas:
  • Functioning of financial markets.
  • Strategic market analysis.
  • Organisational planning.
  • Results measurement.
  • People management.

The tables below show the number of participants in the UBC and MGC seminars in 2007, 2006 and 2005, broken down by country of origin.

UNDERSTANDING BUSINESS COMPLEXITY - UBC

 

Italy

Germany

Spain

Turkey

Brazil

UK

China

Egypt

France

Argentina

USA

Venezuela

Mexico

COM Units

TOTAL

2007

18

8

2

5

16

2

5

1

1

58

2006

10

2

1

1

2

2

1

19

2005

23

3

2

5

4

1

1

1

1

1

1

43

Managing Growing Complexity - MGC

Italy

Germany

Spain

Turkey

Brazil

UK

China

Egypt

Romania

Singapore

USA

Australia

Hungary

Middle East

TOTAL

2007

27

8

4

2

4

3

1

1

50

2006

12

3

1

1

1

2

20

2005

21

5

1

4

2

3

1

1

1

39

Developing Managerial excellence - DME

 

Italy

Germany

Japan

Greece

France

UK

Romania

China

Turkey

Brazil

Russia

Canada

TOTAL

2007

10

4

1

2

1

2

1

1

22

2006

13

1

1

1

2

18

2005

10

1

1

1

19

SUMMARY FIGURES FOR TRAINING & DEVELOPMENT

The table below shows the average number of days of training & development per person broken down into Blue Collar and Staff for 2006 and 2007, together with a forecast for 2008. The increase in 2007 in Europe was due to the intensification of standard training for management, the increased investment in the Career Development Programme and the initiatives implemented for the specific professional families. Finally, significant investment in training was made (and will continue in 2008) in the new production facilities (China and Romania).

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