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Professional School
: its intent is to transfer company
know-how and consolidate technical skills, by spreading
knowledge of the product portfolio and fostering the
development of an internal network able to transfer
knowledge from senior experts to more junior colleagues.
Talent and Succession Management
is a process designed
to improve the management of key people. The specific
objective is to sustain the growth of the business over the
long term by identifying, developing and retaining talent in
possession of critical know-how, meaning those individuals
with the essential knowledge and skills needed to assure the
constant improvement of product quality, the expansion of
markets, the management of customers and the acquisition
of new business.
Performance Management
, an important motivational
tool for the individual, by appraising performance and
improvement in performance. A pilot project was launched in
2012 for the gradual implementation of the new performance
appraisal system, known as
Prysmian People Performance
(P3). The project was fully rolled out in 2013. The new
process, supported by a specific online system, is intended
to introduce a Group culture based on the importance of
constructive feedback, two-way communications with
immediate superiors, the development of individuals and the
recognition of merit based on objective criteria.
The Group is still facing a post-merger phase, and like in
all businesses where technology is one of the core assets,
Prysmian’s know-how is often concentrated with certain
owners of critical know-how. Facilitating the exchange of
knowledge and best practices is a key issue and experienced
workers are a critical component of this process: keeping
the more senior workers fully on board is necessary for
the creation and dissemination of the Prysmian Group’s
managerial culture.
Experience counts
It was on the above basis that in September 2013, the
Prysmian Group Academy organised a survey, with the
support and collaboration of SDA Bocconi School of
Management, known as “Experience counts. Sharing the
value of working experience”, which involved around 750
employees aged 55 and over from 8 countries, particularly
in Europe.
The questionnaire, translated into 8 languages, has allowed
the Group to collect the opinions and suggestions of
experienced employees in order to identify specific training
and development initiatives. Such initiatives are planned
to start in 2014 both at a Group and local level in order to
strengthen the expertise and engagement of more senior
employees.
International mobility
At the end of 2013, the Prysmian Group’s expatriate
population numbered about 100 people from 14 different
nationalities (of whom slightly more than 50% were Italian
and about 60% non-executive grade professionals), who have
moved to 25 different destination countries. The importance
of international mobility, confirmed by these figures, is what
enables the Group to respond to the different needs and
demands of the business:
• it allows the culture and values of Prysmian to be
disseminated in all the Group’s countries and in all its
subsidiaries;
• it allows local organisational needs to be met by transferring
managerial and technical know-how from one country to
another depending on the various requirements;
• it represents an opportunity for the professional
development of individuals, both to consolidate the skills
of middle management, and to promote the growth of
young talents.
