Michael S. Salone, 40, is based in Paris as vice-president of learning anddevelopment for Alstom Transport. He explains his role in providingopportunities for staff worldwideWhat does your role involve? Providing the most opportunities for development of our people worldwide,while ensuring there is a contribution to the bottom line of the organisation.This involves traditional training, e-learning, performance management,succession planning, and change management. What are the best aspects of the job? Employees want to be active in the people development process, and in myrole I get to help them take charge. What is your current major training project or strategic push? First, the improvement of our virtual university – the Alstom LearningInstitute. Second, along with Cole-McKee Partnership, we’ve developed specialisedworkshops for the management teams, interactive communication tools forcascading, and a short interactive and information quiz online in ninelanguages. And third, the Alstom Leadership Programme – a traditional format ofdevelopment programmes designed to increase the competencies of our futureleaders. The thing that has made this different is the online Priority Planwhere employees interact with their managers to determine their developmentpriorities. What impact would you like to have on your organisation? As Alstom is made up of a lot of different company cultures, throughmergers, joint ventures and acquisitions, I would be extremely satisfied if oneday all employees spoke with one company voice while maintaining their localqualities. Learning and development plays a key role in making this happen. What did you want to do for a living when you were at school? As a boy growing up near the ocean in Florida, I always wanted to be JacquesCousteau’s replacement and become an oceanographer. The closest I’ve come tothat is living in France! How do you think your job will have changed in five years’ time? I don’t think the fundamentals of the job will have changed as much as thetools available. We will certainly have to be increasingly responsive andcheaper as a function. How do you get the best from people? By giving them my best and providing autonomy, respect, and achievablegoals. What is the most essential tool of your job? My gut! I have all the technology and a lot of HR experience, but ifsomething doesn’t look, sound, or feel right, there’s usually a good reason notto do it without checking it out more carefully. Which is the best management book you have ever read? I have lots of books but two stick out in my mind as nailing down theprinciples of management: In Search of Excellence (Thomas J Peters and Robert HWaterman, Jr) and The One Minute Manager (Spencer Johnson and Kenneth HBlanchard) are still my favourites. They’re basic, but powerful, and not sostuck on theory as much as reality. Describe your dream job Besides selling suntan lotion on the beach in St Tropez, I’d say I have mydream job right now. Engineering global successOn 1 Jun 2004 in Personnel Today Comments are closed. Previous Article Next Article Related posts:No related photos.