Developing human capital

The development of the core competencies required by a changing business and market is a priority for the Piaggio Group. This is why the development of people and careers are rooted in building, maintaining and developing these competencies.
To this end, the Piaggio Group has developed specific models and policies over the years for the development of human capital. 

The Group's managerial competencies model

On the basis of the Group's strategic plan and in line with its core values, Piaggio has identified a managerial competencies model that represents the set of skills to be implemented day by day to ensure personal success and the success of the company.
This model is the reference at Group level for the development of company culture and growth of employees. In 2013, the model was fine-tuned and managerial skills were extensively disseminated to office and managerial staff at Group level.

The Group's managerial competencies model

Human capital     

 

The Group's professional competencies model

The wealth of professional competencies and know-how in the Group is the true foundation and only real guarantee assuring the continuity and quality of results. For this reason, the Piaggio Group has developed a professional competencies model which is updated and expanded in accordance with the strategic plan, and in line with changes in technology and the market.
The model identifies thirteen professional groups and their specific competencies. Development tools and training are aimed at helping people acquire the level of competence required by their role.
In 2013, the specific roles of the Group's operating units were added to the professional system and used as the basis for the evaluation and systematic development of professional competencies of the entire office and managerial staff of the Group.
The identification of technical/professional competencies was also updated at Group level, and development and training plans were configured to improve gaps identified in 2013. 

Reviews

On the basis of the position they hold, staff reviews focus on the following key aspects, taking into account professional growth and company objectives reached:

  • managerial and professional competencies;
  • performance;
  • potential;
  • international mobility.

Evaluation outcomes are discussed by reviewers with the people they evaluate, and may form the basis of a development and training plan.

Employees are evaluated by comparing their competencies against the company mode for their specific role, as evidenced by concrete and observable action in their everyday work. The evaluation process is managed in an integrated way, and provides the information necessary for Management Review and Gap Analysis of professional competencies, which are conducted uniformly across the Group.

During 2013, the Evaluation Management System was consolidated at Group level. This standard evaluation system applies to all office and managerial staff, assisted by computer tools (SAP HR and Success Factors) for the real-time management of all evaluations, for human capital development purposes.

During recruitment, two evaluations are carried out for candidates applying for a specific position: one concerns the managerial competencies of the Piaggio Model, carried out by HR, and the other, the professional competencies of the Piaggio System, carried out by the line manager.

This evaluation method and the authorisation flow for recruitment are fully integrated in SAP in the SAP Recruiting module.

Development paths

Development tools are provided with the objective of building and continuously improving the managerial and professional competencies identified in the respective models, while at the same time bringing out people's potential and identifying and rewarding outstanding performance. The set of tools provided by Piaggio includes:

  • development plans, which identify the action to be taken for the growth of the employee;
  • job rotation and participation in strategic or international projects;
  • management and professional training (see "training" section)
  • Piaggio Way - the talent management programme (see "talent management" section).

During 2013, development actions to consolidate the Company's international focus were stepped up, in particular with job allocations and rotation in the Group's Asian companies. 

Career paths

For highest-value human assets, management and professional career paths are designed in order to cover key roles and ensure that strategic and technological know-how is kept and developed in the Group at international level. In 2013, tools for monitoring and managing plans for taking over key positions within the Group were consolidated.

Reward policies

The Piaggio Group adopts specific reward policies, designed to remunerate staff and their contributions based on criteria of competitiveness, fairness and meritocracy. The Group's reward system is differentiated for the various professional groups in the company, and consists of a salary component, an objective-based incentive system and benefits.

Piaggio Way

In the last few years, Piaggio has run a specific talent management programme to ensure the development of its resources with the most value. The programme is for Group employees who have shown a high potential, strong passion for their work and courage in pursuing new directions.
The Piaggio Way programme was extended to all Group units at worldwide level, with the considerable involvement of Asian employees.
The programme, which lasts for a maximum of four years, targets talented employees who can follow fast-track development programmes (job rotation, strategic and international projects, events involving top management, coaching, ad-hoc training).