 |
|
|
|
|
|
|
Human Resources Development and Succession Management — Approach
The next 10 years will see dramatic changes in the global labour market. Employers like Alcoa face the following major issues:
- The first wave of the baby-boomers turns 62 in 2008, beginning a major exodus from the workforce in North America, Europe, and Asia.
- There will be fewer entries into the workforce in several regions and important skill gaps will surface.
In 2008, Alcoa granted a world leadership award to Alcoa Canada for its approach to people development, and notably for its management succession planning, its mentoring program, the export of its expertise, and the commitment of its employees.
Succession management is recognized as an important issue because of demographic trends and the tendency to embrace early retirement. This issue was discussed with our Advisory Committee on Sustainability. The development of a succession management strategy based on the courses of action put forward by the committee is part of our objectives.
This work is already underway at the Baie-Comeau Smelter thanks to the major modernization project that is mobilizing plant employees, partners, local decision-makers and members of the community. The initiative is three-fold: internal succession planning, development of a succession among local contractors, and the Heritage Fund. Alcoa committed to creating this $5-million fund as part of the March 2008 agreement with the Québec government to supply electricity to Alcoa Canada Primary Metals plants and for the modernization of the Baie-Comeau Smelter. In collaboration with local partners, the Heritage Fund aims to develop competencies in the Baie-Comeau region and to foster the attraction and retention of human resources. This last aspect will contribute to slowing down the exodus of young people from the area, if not stop it all together.
|
|
|
|
|
