Message-ID: <3185921.1075863674727.JavaMail.evans@thyme> Date: Tue, 31 Oct 2000 09:49:00 -0800 (PST) From: david.delainey@enron.com To: charlene.jackson@enron.com Subject: Results of Super Saturday Mime-Version: 1.0 Content-Type: text/plain; charset=us-ascii Content-Transfer-Encoding: 7bit X-From: David W Delainey X-To: Charlene Jackson X-cc: X-bcc: X-Folder: \David_Delainey_Dec2000\Notes Folders\'sent mail X-Origin: Delainey-D X-FileName: ddelain.nsf Wow, if Haug spent more time making money than created bull.... in the company we would be a $100 stock. On a different note, I was wondering if someone in your shop could map the current A&A process from planning for on-campus recruitment to manager promotion for the typical associate including timeline. This process mapping should be very detailed to give us the greatest insight. I think radical change is not the answer. The answer lies in a combination of a) slight changes in process; b) increasing participation/ownership at key points in the process by certain business units and people; and c) a credible key business spokesman or spokespersons co-opting the other units where necessary and providing the commercial leadership and representation for the program internally. Overall this is a commercial program that needs to meet commercial objectives - the closer to the front the better. The goals of any restructuring are: a) eliminate the perception that the program is not receptive to the business units needs or any bu's perception that they lack ownership for the program; b) increase the quality of the recruits that are brought in and retained; c) ensure we have the best people in the organization recruiting, selling and interviewing; d) ensure that we have the best commercial training program that firmly grounds the associate in the "Enron technology" which include skills in market understanding, structuring, finance, logistics and risk; e) ensure the business units have the ability to identify the outstanding talent early and give those people the responsibility necessary to move them up the curve quickly (ie) quickly identify the Whalley/Lavorato's in the program and, on the flip side, quickly deal with clear non-performance issues; f) review the effectiveness of the current PRC process as a development, retention and performance tool; g) incorporate mid-year flexibility, internet recruiting techniques, non-traditional sources of talent and h) increase cost effectiveness. The solutions may include mandated participation by certain business units, people and teams, business tracks, etc. I think a thorough process mapping/tracking can identify (or help me see) the key spots for change/modification/ownership that reach these goals with the least amount of wholesale change for the sake of change. I think we need to get back to Jeff not next week but the following week with a strawman. Let me know your thoughts. Regards Delainey ---------------------- Forwarded by David W Delainey/HOU/ECT on 10/31/2000 05:06 PM --------------------------- Charlene Jackson@ENRON 10/31/2000 11:36 AM To: David W Delainey/HOU/ECT@ECT cc: Subject: Results of Super Saturday FYI. I think this is inappropriate and will speak to Jeff. Just thought you should know. Charlene ---------------------- Forwarded by Charlene Jackson/Corp/Enron on 11/01/2000 11:34 AM --------------------------- Becky Bruce 10/30/2000 10:55 PM To: Charlene Jackson/Corp/Enron@ENRON cc: Subject: Results of Super Saturday FYI. Becky ---------------------- Forwarded by Becky Bruce/NA/Enron on 10/30/2000 10:48 PM --------------------------- David Haug@ENRON_DEVELOPMENT 10/30/2000 06:03 PM To: Shawn Cumberland/ENRON_DEVELOPMENT@ENRON_DEVELOPMENT, Ben F Glisan/HOU/ECT@ECT, Hal Elrod/Corp/Enron@Enron, Emilio Vicens/ENRON_DEVELOPMENT@ENRON_DEVELOPMENT, Brian Kerrigan/HOU/ECT@ECT, V Charles Weldon/HOU/ECT@ECT, Kyle Kettler/HOU/ECT@ECT, Craig Childers@ECT, Jeff Bartlett/HOU/ECT@ECT, Paul J Broderick/HOU/ECT@ECT, Gwynn Gorsuch@ENRON, John House/HOU/ECT@ECT, Stewart Seeligson@ECT, Ray McPhail/ENRON_DEVELOPMENT@ENRON_DEVELOPMENT cc: Becky Bruce@ENRON, Mary Alison Bailey/HOU/ECT@ECT Subject: Results of Super Saturday Here is how the UT candidates fared at Super Saturday. 9 of 17 got offers ( others are coming to future Super Saturdays). This result is obviously disappointing - - - 65% of the 55 students from all schools got offers. I will be getting more info on why the other 8 were not well received. If anyone thinks a manifest injustice or mistake has occurred let me know. Ditto if you think anyone's prior background makes them a candidate for a direct hire - - -i.e., not in the associate program. On the "yeses", please let me know who you would like to follow up on and encourage to accept. We will try to do this by volunteers: more than one per student is OK, and each of you should select one or two. When you talk to them, get their feedback on Super Saturday and the whole process. If anyone wants to call any of the "no's", to commisserate, that's OK too. - - -DLH ---------------------- Forwarded by David Haug/ENRON_DEVELOPMENT on 10/30/2000 06:12 PM --------------------------- From: Mary Alison Bailey@ECT on 10/30/2000 02:58 PM To: David Haug/ENRON_DEVELOPMENT@ENRON_DEVELOPMENT cc: Linda Fuqua/NA/Enron@Enron Subject: PRTD - Results of Super Saturday