Professional development and career policy

The development of the core skills needed for the evolution of the business and market is a priority. For this reason, individual development and career advancement are based on the construction, maintenance and development of these skills.

The managerial skills model

Based on its strategic plan and its own core values, Piaggio has defined a model consisting of a set of behaviours that must be practised on a day-to-day basis to ensure the success of the individual and the company.

This model is laid out in the Managerial Skills Model, which is the reference for the development of the company culture and the basis for the creation of personnel development instruments.

The professional skills model

In relation to their role, individuals are evaluated in terms of professional growth and achievement of company goals by considering the following key aspects:

• managerial and professional skills;
• performance;
• potential;
• international mindset.

The evaluator and evaluee are given the opportunity to share the results of the evaluation, to include their proposals for the definition of a development and training pathway. 

Skill evaluation is based on a comparison between the skills required in the company model and the skills effectively identified in the evaluee, substantiated by tangible, observed behaviour in his or her day-to-day activities.  The evaluation process is conducted in an integrated manner and produces the information needed for the Management Review and Gap Analysis processes regarding professional skills.

Performance evaluation is conducted using specific instruments in relation to the responsibility level of the employee and his or her role in the company. In particular:

• for top and middle management, performance evaluation is based on the attainment of the yearly quantitative and qualitative objectives defined by a reward system;
• for white collar personnel, performance evaluation is qualitative and based on the results achieved over the previous year.

In both cases, performance evaluation has an impact on both the individual and career advancement pathway and on rewarding.

Evaluation of potential is conducted systematically among young talents, managers and resources destined for top management roles in the Group.  The evaluation instruments used are specific to each case and include sophisticated assessment methods (e.g.: in basket, aptitude tests, role playing, interviews), conducted by external professionals to ensure greater impartiality.

Development pathways  

The goal of the development tools is to continuously build and improve the managerial and professional skills required by the respective models, while bringing potential to fruition and rewarding excellent performance.  The set of instruments envisaged by Piaggio includes:

• development plans, which define the advancement actions envisaged for the employee;
• job rotation and participation in strategic or international projects
• managerial and professional training
• Piaggio Way - talent management programme

Career advancement pathways

Managerial and professional career advancement pathways are defined for high value resources, to retain key personnel and keep strategic and technological know-how within the Group on an international scale.