Chrysler 2013 Annual Report Download - page 93

92 Report on Operations
Management and Development
Stakeholder engagement initiatives launched in 2012, and expanded in 2013, revealed that the Group’s commitment to the professional
development of its employees is an issue of major importance to stakeholders.
Recognizing performance, facilitating professional development and ensuring equal opportunity to compete for key positions within the
organization have always been an essential part of the Group’s commitment toward its employees.
The Group uses a structured global leadership and performance management process to identify and develop talent and maintain the
motivation of employees.
The Performance and Leadership Management process implemented worldwide (PLM, or Performance and Leadership Management, for
managers and professionals. PBF, or Performance and Behavior Feedback, for salaried employees) is used to evaluate employee performance
and set specific objectives for individual results and professional development.
The performance and leadership mapping process involves around 54,500 Group employees worldwide, including all managers and
professionals, and a sub-set of salaried personnel. The Group also uses other performance evaluation processes to determine individual
variable compensation.
Talent management and succession planning also form part of the HR management model and are designed to ensure the alignment of objectives
and processes across the four operating regions. In 2013, Talent Reviews were conducted for 20 different professional families, companies and
functions to identify talented individuals with leadership potential who merit additional investment in their professional development.
During the year, the Group also invested around €76 million in training and skill-building initiatives, which represent another important
management tool.
The Group’s extensive training offer was expanded to include new initiatives aimed at strengthening individual skills and performance by
leveraging on the Group’s diversity of talent, experience and cultures. The new initiatives included training and seminars designed to equip
employees to operate with the same degree of effectiveness in different cultural settings.
More than 4.2 million hours of training were provided during the year (+1.1% over 2012) to around 186,000 employees.
The Group also continued a pilot project based on the World Class Manufacturing Cost Deployment methodology to evaluate the benefits of
training initiatives. In 2013, the total cost of training activities evaluated using this methodology was approximately €1.3 million. The initiatives
provided workers additional technical skills, resulting in an overall improvement in processes and working practices and estimated potential
cost savings of around €2.5 million.
Diversity: Equal Opportunity and Innovation
Diversity is fundamental to the overall success of an organization and the Group is committed to ensuring a work environment where employees
feel respected, valued and included. In the hiring process, it seeks to attract personnel that are highly motivated and can contribute to the
organization’s innovative spirit and diversity.
Diversity, including gender diversity, brings a wealth of perspectives and experience to the Group and significantly enhances its ability to
compete and to understand customers, cultures and local communities.
During the year, the Group hired people of 63 different nationalities(1) around the world, further enhancing the multicultural makeup of the
organization and the diversity of experience and perspectives.
(1) Based on a sample of 38 countries where the Group operates.
Sustainability