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14.23 EUR +1.72 %
16.72 USD +1.15 %
14.23 EUR +1.72 %
16.72 USD +1.15 %


FCA is a global automotive group with 15 commercial brands and operations in 40 countries serving the needs of customers located in more than 140 national markets worldwide.


Entering the world of FCA means getting a chance to join a team of more than 231,000 people and work in a dynamic, multicultural environment where employees are valued for their aptitudes and their abilities, where one is gauged based on meritocracy and where dialogue, exchange and participation are a tool for sharing ideas and projects to reach ambitious worldwide goals together.

Because of the guiding spirit and values that drive FCA, everyone in the organization has the opportunity to participate in a more certain and rewarding future and work in an environment where the exchange of cultures and know-how offers significant potential for professional and personal growth.


Our 5 Leadership Principles


5 Reasons to Choose FCA


Investing in Our People: Employee Management & Development

Talent Management

In an industry like the automotive sector, which is highly competitive, continually changing and relies on specialized technical know-how, the ability to appoint the right people to key roles is essential. As such, FCA has introduced a structured process to identify the most talented employees and fast track their development.

The Talent Management initiative has been extended to all countries where FCA is present, to all business units and at all levels, in order to strengthen the corporate culture and guarantee individuals greater professional opportunity.

​​Key individuals, identified on the basis of their value (in terms of performance and leadership) and capacity for growth to positions of increased responsibility, are evaluated through a process which involves every level from their direct supervisor to top management.

The main objectives of Talent Management are:

  • to identify individuals with strong potential and support them in pursuing their careers successfully

  • to plan appropriate development actions

  • to build effective succession plans

  • to promote internal growth based on the organization’s needs and opportunities.


Training & Development

​For us, training is important for individual growth and competitiveness and helps people “make a difference” to the business. Whether we are working to develop the skills of a maintenance technician or to prepare a young manager for the challenges of international business, we are always result-oriented. Support on the job, simulators, Web 2.0 platforms, peer-to-peer coaching, and networks of experts are just a few of the approaches – “beyond the classroom” – that enable the development of new skills while facing real problems and helping solve them.

For FCA, training also means working towards objectives and it provides a continuous opportunity to exchange information and engage with the most experienced and talented individuals in the Group, with customers and with experts from the world's leading technical and business schools.

​​​​​​Our ability to build a sustainable enterprise that competes in the global marketplace is dependent upon the Group’s single most important resource: employees. The Group remains committed to the ongoing development of its workforce through a number of alternatives, such as job rotation, coaching, mentoring, training and development.

FCA has long been committed to refining the training strategy and processes in order to achieve business objectives and to ensure a uniform approach to training. This supports the development of a Group-wide culture of embracing change, driving accountability and fostering empowerment.



Performance & Leadership Management

​​​​​​The Group’s approach to human capital management and development rests on five key principles embodied by the Group performance evaluation system:

  • meritocracy – in rewarding excellence

  • leadership – as a key driver in managing change and people

  • competition – as a factor to be embraced and relished

  • best-in-class performance – as a core benchmark

  • accountability – in delivering on promises.

Performance and Leadership Management (PLM) is the appraisal system adopted worldwide to assess Group employees (manager, professional and salaried).


It is one of the key processes used by FCA in the management and development of human resources. Through PLM, specific targets are set to help guide and assess employees in relation to their results, attitudes and behavior. This unique skills mapping and evaluation process, which is the basis for variable compensation, is supported by information systems that enable managers to constantly access up-to-date information on the people within their organizational unit, as well as those even indirectly in their reporting line.

In addition to the PLM evaluation process, other performance evaluation processes are in place for individual performance-related compensation.


Local minimum wage

​​In many countries, minimum wage levels are established by law and, in some cases, there are also variations based on regional, state or other criteria (e.g., in the UK, France, Spain, the United States and Brazil).
​Where no specific law exists, a minimum wage is often established by collective bargaining agreements between employer associations and union representatives. This is the case in Italy, Germany and Belgium, for example, where pay and employment conditions are negotiated at the regional or national level, with the possibility of establishing higher wage levels at the company level.


Financial and social benefits

​​​​​The Group’s compensation and benefits packages are aligned with international best practices with the goal of fair and attractive economic rewards for all employees.
​FCA Group offers a broad range of benefits depending on an individual’s grade level, country of employment and local policies.


Satisfaction surveys

FCA recognizes that satisfaction surveys are a powerful tool that can help measure and understand employees’ attitude, opinions, motivation and satisfaction.
​To obtain useful and actionable results from people satisfaction surveys, the Group approach combines relevant elements such as wide coverage of the business through a representative sample of the workforce, good timing to allow action plan deployment and reliable as well as consistent year-over-year methodology.