Development and training

The Integrated Development System for human resources mentioned earlier sets out the ideal path for the professional life of employees - from the moment they enter the Group until they reach the highest levels of responsibility - using the support given by tools, processes and methodologies that enable the Group to avail itself of skilled and motivated people and allow employees to develop skills, express their potential and grow on the basis of merit.

The plan spreads over a period of three years in which the key aspects for each sphere of activity (selection, training, personnel management, development and compensation) are dealt with, consistent with the experience, professionalism, skills and knowledge gained by employees over the years, often in different business areas.
 

Managerial training

The Group’s training strategy and the resulting operational plan arise from a vision of togetherness which supplements training with other tools for development, creating a link between values, A2A’s distinctive organisation skills, performance management tools and career paths. It is on the basis of this vision of togetherness that managerial training in A2A affects differing thematic spheres, expressing itself in courses and seminars that get to the heart of managerial issues (for example on managing complexity, creating value in the Group and developing organisational cohesion) and determine training paths over the medium to long term in 4 stages (newly hired, professional, head and manager).

Some 17 managerial courses were carried out under the 2009 plan (11 on across the board subjects and 6 for training for the specific position), all of which were diversified and customised in terms of contents, complexity and the means by which they are useful in relation to the profiles of the population involved which was separated into three clusters: graduate new hires, professionals and middle management/heads of organisational units.

The part of courses dedicated to training for a specific position was designed internally on the basis of the requirements of the various business areas and involved not only persons having professional positions but also those having a more operational role, such as for example the staff in the Contact Center area. In this latter case a significant investment was made in customer management training that involved 142 employees in the Contact Center for a total of 1,990 hours of training. In addition participants in all courses expressed a very positive level of appreciation (the average appreciation index was over 5.8 on a scale of 1 to 7). 

 ^{(*) A person is counted once every time they attend a training course}