Human Resources Development and Succession Management
Human resources development and succession planning go hand in hand at Alcoa Canada. Our competency development policy is a determining factor in the retention of our talent and in preparing the next generation, which will be a key issue for our industry in years to come. Indeed, while the turnover rate is currently low at our facilities, many of our employees are scheduled to retire in the next few years.
Competency development
Performance management is a continuous loop of planning, executing, and results evaluation, supported by feedback, growth, and development. With this in mind, approximately 40% of our employee base, namely all employees at the Deschambault Smelter and all Alcoa Canada Global Primary Products management, undergo performance reviews. We believe that positive efforts and talent should be rewarded, both in the form of compensation and career advancement.
We consider training one of the pillars of performance management. Employees are offered numerous opportunities to upgrade their skills and to gain expertise in other areas such as health and safety, team project management, or techniques related to their sector. Temporary and permanent job postings allow our employees to diversify their skills and progress in their career development.
Training experts at the plants help employees develop their capabilities in various technical and management subject areas. Every year, thousands of hours of training are conducted to ensure that our people’s skills always remain cutting-edge, namely in health and safety, production, continuous improvement and environmental protection.
Succession Management
Succession management is an important issue due to demographic trends and the large number of retirements anticipated over the next few years. As such, we are developing a succession management plan by conducting a global assessment of key positions. This process, supported by the Leadership Evaluation and Development (LEAD) database, allows us to identify successor candidates for core management positions. We have also created a Regional Labour Committee, whose mission is to ensure the preservation of our competencies and adequate knowledge transfer during this time of change.
The company’s succession was a focus of discussion with the members of our Sustainability Advisory Committee, whose suggestions were very helpful for the development of our succession management strategy.
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