Chrysler 2011 Annual Report Download - page 65

Report on
Operations
64
Human
Resources
At 31 December 2011, the Group had 197,021 employees, an increase of 59,220 over the 137,801 figure at
year-end 2010. The change was primarily attributable to the consolidation of Chrysler in June 2011 (55,687
employees). The remaining increase reflects other changes in the scope of operations and the positive difference
between new hires (approximately 21,800) and departures (approximately 19,300) recorded for the year, with
the increase relating primarily to higher production volumes in Latin America.
Organization and managerial development
During 2011, the Group underwent a phase of organizational change and growth, as well as expansion in
international markets, resulting from the demerger of the capital goods activities and the continued integration
with Chrysler. In September, the Group’s management structure was reorganized to reflect the multi-cultural
and geographically diverse nature of its business activities. The Group Executive Council (GEC) continued in its
mission of reviewing operating performance of the businesses, setting performance targets, making key strategic
decisions and investments for the Group, as well as promoting sharing of best practice and development and
deployment of key personnel. GEC was reorganized into 4 main groupings consisting of: Chief Operating
Officers of the principal geographic regions and business areas, who are accountable for the profit and loss
of their respective areas; Brand Leaders, who are accountable for continuous improvement and development
of appropriate brand portfolios; and, finally, Industrial Process Leaders and Support Process Leaders, who
are accountable for ensuring consistency and rigor across operating regions, in addition to optimization of the
Group’s capital allocation in their respective areas of responsibility.
The HR IT system launched in 2009 was progressively rolled out to Group companies in parallel with
organizational changes in Fiat Services’ personnel administration activities. Through this system, the Group has
been able to merge employee and organizational information into a single, global database and standardize HR
management practices and processes.
The Performance and Leadership Management process, which has been in place for managers and professionals
for a number of years, continues to serve as the basis for all human resource management decision-making
processes and, together with the Talent Review process, enables early identification of high-potential individuals
and charting of their professional development.
Training
Investment in training in support of the Group’s business activities and the professional development of
employees totaled around €80.3 million for the year with more than 4 million hours of training provided. The
Human Resources organization which manages training at Group level continued application of the guidelines
established in 2010, responding rapidly to specific needs and seeking to leverage synergies and adopt best
practices across sectors.
Fiat Sepin Training continued to work with all sectors and provide support for cross-sector activities, such as
management and reporting of training-related funding, language services, online corporate training and targeted
programs for the various professional families.
Human Resources
“Over 4 million
hours of training
provided and
€80.3 million
invested”