Attracting and developing talent

Barilla has drawn up specific policies aimed at enhancing the skills of its People and nurturing their professional development.

The Group has thus established an internal selection process aimed at identifying the in-house talent best suited to vacant positions within the company.

49% of vacancies for employees were covered through the selection of internal staff



Whenever a vacancy arises, Barilla looks for an existing staff member with a suitable profile, with a view to aiding the professional development of its employees.  Vacancies are posted at global level, and all Group personnel are entitled to apply. Candidates are assessed by means of telephone interviews, online questionnaires and interviews in person. Where internal candidates are not selected for vacant positions, they are given an assessment and a series of pointers aimed at promoting their professional development. 

As regards external selection, Barilla has drawn up an Employer Value Proposition (EVP), which is communicated internally and externally at global level, in order to attract and retain the right talent.

BARILLA EVP

  • Human touch: sense of belonging, family culture and a business driven by strong values, with a clear focus on care and respect for the invidual 
  • Sense of purpose: pride in being a member of the Barilla team and doing an important job
  • Embracing challenges: a dynamic, meritocratic environment that provides opportunities to take initiatives and rise to challenges

Number of People entering and leaving employment by geographical area and gender

 

Entering

Leaving

 

Men

Women

Total

Men

Women

Total

Italy

48

19

67

53

24

77

Rest of Europe

106

63

169

146

120

266

Americas

53

31

84

45

18

63

AAA

5

7

12

12

7

19

Rest of World

6

10

16

6

9

15

Total

218

130

348

262

178

440

Number of People entering and leaving employment by geographical area and age group

 

Entering

Leaving

 

>30

30-50

<50

>30

30-50

<50

Italy

31

34

2

4

29

44

Rest of Europe

64

95

10

65

131

70

Americas

29

39

16

11

36

16

AAA

5

6

1

3

13

3

Rest of the World

4

11

1

1

13

1

Total

133

185

30

84

222

134

TURNOVER RATES

POSITIVE TURNOVER RATE OF STAFF ON OPEN-TERM CONTRACTS

Men

Women

Total

4.1%

5.8%

4.6%

NEGATIVE TURNOVER RATE OF STAFF ON OPEN-TERM CONTRACTS  

Men

Women

Total

4.9%

7.9%

5.8%

The system for assessing staff performance also plays an important role in the company's talent management model. The assessment of individual performance is intended to form a basis for identifying career paths and enhancing skills for employees, while at the same time recognizing individuals' contribution to the company's goals for the year, including the effective implementation of the mission "Good for You, Good for the Planet".

1,802 Barilla People members were covered by a system of annual performance management

The annual appraisal of staff performance forms an integral part of the global talent assessment system for evaluating the professional development potential of Barilla People.  To provide a clear overview of roles, responsibilities and duties assigned, and make an accurate evaluation, Barilla has mapped out 2,100 organizational positions, all of which have been formalized in job descriptions.

The talent appraisal process also underpins the process of identifying employees with the highest annual performance and high potential for professional development, such as to qualify them for assignment to the Group's Global Talents scheme. Qualifying staff are given targeted training by Barilla, with a view to assigning them to managerial positions within five years.

1,613 Barilla staff members were covered by a system of talent management