In line with the ongoing transformation scenario, which requires new skills and professionalism, the selection and recruitment, training and development processes play a key role within the Company.
In 2018 over 3,400 people were hired, in particular in North-Central-South America, in Italy and in Spain.
In order to identify and attract people with the most suitable profiles, partnerships with universities have been strengthened, including organizing days dedicated to the exchange of knowledge or lessons on specific topics within the context of study courses (including training sessions on cyber security, design thinking, trading). The global training program for university students and graduates (Global Graduates Program) continued to attract, guide and evaluate potential candidates of interest to the Company. Recruiting days have been redesigned, orienting them towards a more inclusive and listening approach, increasingly focusing on relationships and individual experiences, motivations and attitudes as well as specific skills. A new recruitment day format was tested in 2018, it differed in that the candidates were asked to evaluate and vote for the best profiles. After the recruiter had conducted an initial skills and knowledge assessment, the aim was to give young people space to create the new Enel, focusing on creativity, resilience and generosity.
People are being called on to carry out ever new and interconnected tasks for which the acquisition of proficiency, knowledge and skills, but even more of abilities and attitudes, is considered to be an ongoing process of growth. In the light of this, the internal selection system has been strengthened, the socalled job posting, which represents an important opportunity to satisfy the needs of the organization and the aspi-People covered by a pension plan 68% 79% 21% Men Women Employee training hours (h/per cap) 40.2 Average seniority of people retiring during the year (years) 21 Talent, development and management of people rations of the people who work in the Company. This system makes it possible to promote internal mobility, acquiring of transversal skills, and integration of cultures and professionalism in the various countries in which the Group operates. Internal mobility, in fact, becomes an enabler in facing the challenges presented by the current scenario, favoring resilience, flexibility, collaboration and trust between people.
During 2018, a new IT platform was also launched globally to manage the process, with regard to selection both internally and externally, which allows closer monitoring and therefore greater effectiveness of the process itself.
If the system of working relationships changes, from an environment in which the relationship is strictly that of worker-manager to a much wider, transversal, informal working environment, the philosophy of assessing people also changes. In fact, the last year has seen the introduction of Open Feedback, an original and innovative system based on the complete and open exchanging of feedback (manager / collaborator / colleagues / agile team members). Open Feedback recognizes the transversality and multidirectionality of labor relations at Enel, favoring exchange and reciprocity and requires responsibility in giving feedback and confidence in receiving it, which are two of Enel’s core values. In particular, the qualitative evaluation, which focused on the four Enel values set out in the 10 Open Power forms of conduct implemented in 2018, involved 100% of the eligible and reachable people 1 and 99% received an evaluation.
The quantitative assessment instead was carried out for the population with variable remuneration, and involved the assignment of targets and their subsequent measurement.
To ensure adequate management and measurement of merit, for some years now the Enel Group has also adopted a “talent management” process, which makes it possible to manage effectively the governance of managerial positions by facilitating the changeover from one generation to the next through the identification of young people who are making progress. The target is to benefit from the differences in gender, age and culture and to stimulate functional osmosis to promote people growth and, therefore, that of the Group itself. The growing talent pool is the preferred source of new managers, who are appointed following an aptitude and motivational assessment to verify the alignment of the level of responsibility to be assigned to the person with the management model that the Company considers necessary for today and for the future. In 2018, the People Development unit drafted guidelines for the appropriate management and identification of future candidates spread across all Group countries.
To support and sustain the talented young people identified, individual development plans are defined, ranging from ad hoc training courses on soft skills to strengthen Open Power behaviors, academic courses with international Business Schools, international mobility, executive coaching courses, mentoring and participation in international conferences and summits.
At the end of 2018 a campaign was launched for the process of defining new Succession Plans, the process by which all Group managers are required to identify the best talents that will be ready in the short term (Ready) and in the medium term (Pipeline) to hold managerial positions. To complement the development of successors, the manager and the People and Organization Function identify individuals with potential for growth based on their individual and professional profile, in relation to the positions for which they have been identified.
Among the development programs that aim to increase individuals’ work skills to equip them to carry out their activities in a constantly changing world of work, one worth mentioning is “I-coach”: it is an initiative with voluntary participation, that spreads the culture of coaching and feedback, supporting Open Power change by stimulating the capacity of a personal vision, of training towards new targets and challenges, of improvement and self-development. The course is delivered by qualified coaching colleagues who share their skills, putting their passion at the disposal of others. Each day there is an alternation of practical and theoretical sessions.
The new approach also requires a rethink of the models and processes for training people, working on passions and human contact and favoring the development of relationships as an opportunity for exchange, mutual growth and the understanding of diversity.
In 2018, average per-capita training hours was 40.2, up 17% compared to 2017.
The training activities that have been developed on the one hand rely on the opportunities that digital technology offers through online courses or webinars and, on the other hand, focus on forms of experiential training and personal empowerment, through workshops, and visits to company facilities or external sites. During 2018, the development of new e-Ducation online platform was completed in Italy, Spain, Romania, Russia, Argentina, Brazil, Chile, Colombia and Peru. 15 online courses were launched, including digital skills (Digital Pills), data protection (GDPR), purchasing procedures (RDA), energy saving, E-Distribuzione customer relationship methods (Open Knowledge), the use of the new recruiting platform, cyber security.
The online “Human Rights” course was launched, to inform and raise awareness for all people on this strategic issue for the Group; two online courses were provided on anti-corruption, in Italy this related to Model 231 and the associated legislation for Italian personnel, and in the rest of the Group to international regulation (Enel Global Compliance Program), to promote the spread of a fair, transparent and legal business culture.
Specific training courses were also offered to develop the leadership team, with the aim of developing cross-business and soft skills. The development of these courses involved authoritative and recognized strategic training partners, both nationally and internationally.
Executive learning sessions were organized to examine strategic issues shared by the heads of the various Group Business Lines (so-called “off-site”), and recreational and/or experiential activities aimed at promoting communication, team spirit and improving the overall performance of the group, in view goals or team building.
There are also initiatives based on the mutual exchange of knowledge and best practices, such as train-the-trainer, in which people make their knowledge available for the benefit of others, thus making it possible to maximize the skills already existing internally, and disseminating them to the entire Enel population. Mentoring, coaching or job shadowing thus become educational-experiential methods that lead to a sharing of ideas, and the diffusion of skills and innovation, favoring the personal and professional growth of the people involved and creating a fundamental competitive advantage in today’s market in terms of the growth of the corporate human capital. The job shadowing project in particular, launched in 2017 for senior managers of the Group only, evolved during 2018 to also involve the growth of young people, in order to build relationships and share experiences between people with different levels of professional seniority, in a mentor-mentee logic of mutual and reciprocal exchange.
With regard to digitalization, in 2018, Enel launched a program for the dissemination of digital skills, with the aim of involving the entire corporate population by 2020 and keeping this percentage constant in 2021. In particular, various training programs were launched in the various company areas. Furthermore, two training courses have been designed that are available via the online corporate platform: the course “Digital Pills”, the target of which is to give a perspective on the main digital issues in today’s working world, divided into 18 video pills lasting an hour on the following subjects: digital transformation, the agile methodology, data, innovation methodologies and the digital revolution; the “Digital Work” course, a training course that aims to develop people’s skills in the use of work tools.
In the last year, approximately 35% of the population was involved in initiatives to develop digital skills. Continuing the leadership evolution path (from Leader to Coach), launched in 2017, Enel designed cultural transformation “journey”, called “Leadership in "Digital and Data Driven Transformation”, addressing Digital and Data Driven issues for Management. During these meetings, dialogue is encouraged between the best Italian and international companies, and innovators in business model transformation and digital culture development.
Finally, in 2018, the Schools and the Academies continued their training initiatives created with the aim of translating the specific technical and specialist training needs of the various business areas and contributing to the development of managerial skills within them. Between 2016 and 2018, nine Schools were set up with the involvement of university partners and/or renowned research institutes, this involved around 1,400 people from the entire Group, along with five Academies. The EGP School of Business Development is an example of a training and development program, scheduled for the 2017-2020 period, it involves people from all the countries where Enel Green Power carries out business development activities. The main objectives of the project are: to provide structured knowledge for interpreting the role of the business developer in an innovative, effective and proactive manner; to prepare participants to face the challenges relating to their role, with an innovative approach to problem solving and an entrepreneurial approach to thinking, planning activities and making decisions; to improve participants’ awareness of being part of the same community of professionals; to form a group of people who are ambassadors of Enel values and behavior in the world.
1 Eligible and reachable: people who have a permanent contract and have been in the workforce for at least 3 months during 2018.