Personal development is carried out by the Personal Leadership and Expert Leadership units. There are also feedback, total assessment, and coaching processes.
Development activities carried out in 2010 were organized around three important elements:
1.Assessment processes
They are based on performances, competences and potential. For what concern performances, in 2010 a total of 46,886 employees throughout were assessed, amounting to about 60% of the entire Enel population. The 2010 Group performance review was the first in which all the white-collar workers of the Italian Divisions participated, in addition to all the management, which had already been involved in past years: a total of 25,535 people assessed.
2. Talent-management system
The talent-management system provides for the identification of the “best” resources – the so-called talent pool – among the Company’s people, found in the various Divisions among the supervisors who in the performance review obtained an excellent assessment in both the quantitative part (the results achieved) and the qualitative one (the conduct adopted to achieve them), and whose age is consistent with the limits established for access to the program. For the employees selected, the program provides courses for growth and specific training, which are useful to develop the capabilities for becoming the leaders of future. Among the dedicated initiatives that are part of the leadership curriculum – which aims to disseminate Enel’s leadership model and make it operative – there are ‘Leadership for Energy Executives’ program addressed to the first lines, and the ‘Leadership for Energy Management’ program for the second-level talent pool.
3. Climate survey
At the end of 2010 the third Group climate survey was carried out, which involved the entire corporate population (more than 78,000 employees), including those of Endesa and in Russia for the first time. The participation rate was 82%, versus 77% in 2008
Last update 19/07/2011
