Annual Report 2010 - Enel.com

within the Group designed to disseminate and implement
Enel’s leadership model. Each training path has a specific target
population (office staff, middle management, or senior
management). More specifically, the leadership curriculum
includes three types of initiative:
> programs related to changes in role or assignment: the
Junior Enel Training International induction program
for recent university graduates and the LINK program
for new middle managers are already active. At the
start of the year, the Welcome in Enel program introduced
two training paths for new hires who are not recent
graduates, one aimed at university graduates and
the other at secondary-school graduates. Also in 2010,
the 5-day Enel Business & Leadership training program
for all senior management in Italy and within the International
Division, conducted in collaboration with
LUISS and Alma Mater, was completed;
> programs related to the results of performance reviews:
in addition to the 12 training modules for middle management
scheduled in 2009 and carried out in 2010
for various targets (management, resources managers,
professionals), several training modules were designed
for office staff (PPR Junior Professional and PPR office
staff), 13 editions of which were tested in 2010;
> programs for the talent pools: a special edition of the
Leadership for Energy Executives Program (in partnership
with Harvard Business School) was developed and
held for the Group’s senior management. Also in 2010,
three editions of another key program targeted at the
talent pools, i.e. the Leadership for Energy Management
Program (in partnership with IESE and Bocconi)
for the level-two talent pool (TP2), were held.
As concerns support for the integration of the countries of
the International Division, in addition to the international
leadership curriculum programs (i.e. JET International, Enel
Business & Leadership, and the talent pool programs), specific
technical training initiatives were also launched for each
country aimed at disseminating best practices and creating
local skills in order to be able to develop and maintain technical
skills on their own in the future.
Finally, the technical academies for power generation, engineering
and plant construction have been started up, as
have the functional academies for Human Resources; Administration,
Finance and Control; Legal Affairs; and Purchasing.
Hiring
124 Enel Annual Report 2010 Report on operations
In 2010, the Hiring & University Relations unit focused
on the process of recruiting and hiring young university
and secondary-school graduates and on training them in
line with the various professional career paths within the
organization, while also promoting and strengthening
Enel’s image as an “employer of choice” in the eyes of the
highest value segments of the job market, thereby enabling
the organization to obtain, for the second year in a
row, CRF Institute certification as a “Top Employer”.
The channels and mechanisms used to gather applications
included, most importantly, the organization’s website,
as well as direct contact with the schools with which
we have active partnership agreements. The most critical
technical skills (such as those that are related to plant design,
environmental impact, plant safety, upstream gas,
and renewable energy) have been selected by way of specific
agreements with specialized recruiting firms, some of
which also work abroad.
The selection process included phases focusing on both
an assessment of behavior and motivation and on more
technical and professional aspects. A variety of methods
were used throughout the selection process depending
on the target population. For young university graduates
in particular, assessment centers were used, which also
conducted tests of proficiency in English.
In Italy, after about 5,800 interviews, 1,075 people were
hired in 2010, with some 75% being recent university
or secondary-school graduates, of which 40% university
graduates (with 41% of these being female) and 60%
secondary-school graduates.
With regard to recruiting efforts specifically, the focus was
mainly on the technical areas of the Engineering and Innovation
Division, on the operational areas of the Infrastructure
and Networks Division, on the areas of the Generation
and Energy Management Division, on the technical
and sales areas of the Renewable Energy Division, and
on the customer service area of the Sales Division. More
specifically, and in line with previous years, significant recruiting
efforts concerned the Plant Development & Construction
area, to which 70 new hires were added, and the
Nuclear area, which reached a total of 181 employees.
The Infrastructure and Networks Division, in turn, received
new technical and operational personnel throughout Italy
in the area of plant management and maintenance. In
addition, we have continued strengthening the business
areas of the Sales Division through the quality-promoter