LensCrafters 2009 Annual Report Download - page 49

HUMAN RESOURCE | 47 <
systems designed to achieve greater organizational fl exibility and continual improvement of product
quality.
HUMAN RESOURCES DEVELOPMENT
2009 was another year in which Luxottica was one of the organizations most highly rated in terms of human
resources management and development. In addition to the more traditional initiatives, the Company
made considerable efforts to strengthen employees' sense of identity and belonging, without which it is
impossible to develop motivated, high-performing resources at all levels of an organization.
On the operations front, Luxottica's characteristics of imagination, passion, entrepreneurship , speed and
simplicity were translated into 12 specifi c management "commitments" with which the organization con-
solidated its main human resources development systems in 2009. The commitments were to:
1. enrich the content of organizational positions, starting at the basic operating level, and reduce the
number of managerial positions to those offering a clear contribution to the co-ordination and integra-
tion of the organization;
2. prioritize development of resources already in the organization and only bring in people from outside
in cases of real necessity or opportunity;
3. select candidates whose profiles not only satisfy the required technical skills but also closely reflect the
Company's values and the style of professional conduct the organization expects;
4. favor positive and effective induction of new entries by creating the conditions for long-term, mutually-
satisfying relationships right from the start;
5. ensure systematic assessment of training requirements and design increasingly personalized learning
and professional development programs;
6. privilege learning through action and the assignment of challenging tasks in order to continually im-
prove people's capacities;
7. measure performance mainly in terms of a person's combined capacity to pursue assigned objectives
(the what) by adopting the right organizational approaches (the how); and base performance assess-
ment on analysis of data and fact, thus achieving maximum clarity and objectivity of judgment;
8. use results obtained and speed of learning as the basis for assessing the capacity to accept increasing
levels of responsibility in the organization;
9. render assessment of people's performance and potential as democratic a process as possible, espe-
cially for the positions of higher responsibility within the organization;
10. ensure that meritorious resources can also develop outside their areas of entry and reward managers
who foster the development of their resources by giving them opportunities to move outside the
organizational units they manage;
11. develop channels for clear and effective communication of organizational development policies, strat-
egies and plans and train managers to communicate effectively and always be ready to listen to their
collaborators; and
12. develop a "value proposition" that effectively satisfies the various expectations and aspirations of
individuals, thus making Luxottica a truly ideal place in which to work and improve.
Lastly, initiatives in 2009 to boost and optimize return on professional capital included:
• Relations with universities: collaboration agreements were officially sealed with ISB, Hyderabad and
CEIPS, Shanghai, thus enriching the portfolio of partnerships already in operation for years with prestig-
ious universities and business schools in various countries.
• Succession plans: the corporate process of talent identification and definition of management succes-
sion plans for the key positions in the Group was extended across the entire organization.
• 360° Assessment for Management: a system has been developed and implemented to offer a 360°