Chrysler 2015 Annual Report Download - page 113

2015 | ANNUAL REPORT 113
Employees
Engaged and accountable employees are crucial to the Group’s success. Our ability to create value while being
sustainable and competitive in a global and changing marketplace is dependent upon the Group’s most important
resource: our people. FCA strives to create a diverse work environment that enables employees to collaborate in
ways that transform differences into strengths, break down geographic and cultural barriers, and develop each
person’s potential.
At December 31, 2015, the Group had a total of 234,621 employees, a 2.6 percent increase over year-end 2014.
In 2015, a total of 33,984 individuals were hired, 50.5 percent of whom were in North America, which continued to be
the area particularly benefiting from increased production volumes. Approximately 4,200 fixed-term contracts were
converted to permanent, demonstrating the Group’s continued commitment to the long-term stability of the workforce.
Employee turnover
FCA worldwide
Employees at December 31, 2014 228,690
New Hires 33,984
Departures (28,493)
Change in scope of operations 440
Employees at December 31, 2015 234,621
Management and Development
Recognizing performance, facilitating professional development and ensuring equal opportunity to compete for key
positions within the organization are essential elements of the Group’s commitment to its staff.
FCA uses a structured process to identify and develop talent, as well as to promote employee motivation.
The Performance and Leadership Management (PLM) process implemented worldwide is used to evaluate managers,
professionals and salaried employee performance. This program facilitates setting specific objectives for individual
results and professional development.
Performance and leadership mapping involved approximately 62,400 Group employees worldwide, including all
managers, professionals, and a majority of salaried employees.
Talent management and succession planning are also integral to the Human Resources management model. In 2015,
Talent Reviews were conducted for 14 different professional families/businesses. These Talent Reviews identified
talented individuals with leadership potential who merit additional investment in their professional development.
Learning and development opportunities are provided through a number of activities, such as job rotations, coaching,
mentoring and training.
Training activities are monitored and measured on an ongoing basis, with training program effectiveness and efficiency
evaluated using a set of key performance indicators.
FCA uses a model adopted in 2012 to evaluate benefits and potential savings from training initiatives. Based on
the industry-leading World Class Manufacturing (WCM) Cost Deployment framework, this model is called Cost
Deployment of Training. Potential savings generated as a result of training related to field activities were calculated.
The application of this methodology to on-the-job-training has allowed for the generation of process efficiencies
resulting from investments in employee training as well as from converting them into their corresponding economic
value. The savings generated through this perimeter of training initiatives was estimated at €3.7 million on an overall
cost of about €1.3 million.