Alstom Power

Presented by Jameel Ahmed Jamali

Introduction
World leader in transport and energy infrastructure
Present in 70 countries Sales : 18.7 billion

More than 80,000 employees

Chaired by Patrick Kron

Corporate Value and ethics

Trust. Alstom, with its two activities, three Sectors, numerous

management structures, units, production sites and countries is, by definition, a complex company. Mutual trust between colleagues and their management is essential for the proper conduct of the business and effective management of projects. Team. Alstoms business is based on delivering projects which require collective discipline and efforts to execute them successfully as well as networking to ensure that the Group takes full advantage of all available competencies. This team spirit, supported by the desire to develop each employee, extends to collaboration with partners and customers. Action. Alstom commits to deliver products and services to its customers which meet their expectations in terms of price, quality and delivery schedules. To meet these commitments to customers, a sense of action is a priority for all employees throughout the Group.

Organizational Chart
CEO Director Director Director Director Director Power Transport CFO Human resource Power Sourcing Supply chain

Director Director
Director Director Director Director

HR Strategy at Alstom
Alstoms Human Resources strategy is based on three core

values,: Trust Team Action These values bring all Alstom employees together in a shared culture, and aim to inspire a strong feeling of belonging to a single unified organization. Transforming our business ambitions into a sustainable reality is possible if we work together as one global Alstom, permanently keeping in mind our identity and values.

HR Strategy
At the top of our priority list for sustainable

development, weve got people development, recognition of employees individual and collective contribution, and commitment to health and safety. Our guidelines are therefore to communicate with transparency, continuously manage and develop people, be accountable and work as a team. With all this, we can move forward together and reach our individual and collective goals.

Training strategy
Purpose To enable new techniques to be introduced in the organization in a timely manner To equip employees with the skills of using latest technology Developing managerial skills

Training strategy
Scope Training Needs Analysis during the annual performance appraisal exercise and the Training needs for the new Employees. Preparation of Training Plan by HR director. Employee Training Evaluation by HOD and HR director.

Training and Development Cycle

Stage 1 : Training need analysis Each year, the Production Department and the HR Department conduct Training Need Analysis to identify the training needs of employment. This TNA is influenced by the use of new technology in the company. Employees are evaluated on the basis of their performance during the year with updated technology and machines .

Training areas
Management development program :

It involves training of the higher management in interpersonal, decision making skills. Technical training for engineers: It involves training for engineers in new machine systems and designs. Training for Sales personnel: It involves training of sales personnel to enhance their skills in maketing and sales

Training and Development Cycle

Stage 2:Planning the training
After careful assessment of training needs by the

Production/Sales Department, the HR Department chalks out a training plan. The trainings are mostly technical. Training in soft skills is less frequent at Alstom The trainings are mostly external Internees and new employees are given in house training.

Training and Development Cycle

Stage 3: Conducting the training and evaluation
Employees are sent to different countries for training

Some trainings are conducted in Alstom University in

France Internal training occurs by rotating employees within organization Trainers are called to the organization to give training

Stage 3: Conducting the training and evaluation

Trainings are evaluated by the HR department with

feedback from supervisors. Internal trainings evaluated by HR department by reviewing trainee performance annually. Trainers are evaluated through evaluation form given to trainees and their subsequent performance during the year.

CHALLENGES IN TRAINING
Volatile change in technology
Technology Adoptation problem Individual training costs Inability to predict training needs

Recommendations
More focus on soft skills
The Company should develop internal trainers A separate sales trainer should be hired

Thank you !!