Tuesday, April 30, 2019

4 Simple Reasons Why Texting Can Lead To Better Hires

Texting, When Used Properly, Can Give Organizations An Edge In The War For Talent.

It’s no secret that recruiters spend the majority of their time researching to find the right candidates for the right job, and even more time reaching out to talk to these potential candidates. So it’s natural that they become frustrated when candidates ignore communications like emails and LinkedIn InMail messages from recruiters. While these communication methods can work for some, they definitely aren’t preferred for all — especially these days.

With people busier than ever before, especially passive millennial candidates, recruiters are seeing more and more recruits “ghosting” them. If you are continually getting no responses to your outreach, it likely has something to do with the other 100-plus emails that are hitting candidates’ inboxes every day. Reaching out via SMS (text messaging) can help you break through the noise and make it easy for potential candidates to take the next step.
Here are four simple ways to use text messages to make better hires:

Texting Is Quicker

In a highly competitive market, speed matters more than ever. How quickly you can secure the talent you need impacts how quickly your business is moving forward. Seventy-three percent of U.S. millennials and Gen Zers interact with each other digitally more than they do in real life. If you want a fast answer, texting is the way to go.

Scheduling Via Text Is Also Quicker

Nothing good ever comes from never-ending email chains, especially when the topic is as dull as “Are you available Wednesday morning between 9 am and 11 am?” Sending your candidate a link to your favorite scheduling client via SMS puts an end to group-email fatigue and gets the interview on the books in a matter of minutes.

Don’t Forget Reminders

There’s nothing worse than a candidate showing up late or missing an interview.
A quick text message is a perfect way to give your candidates a quick heads-up, give them an extra tip, a quick pat on the back and send them in ready to win. No one likes tardiness and no-shows. A quick reminder ensures everyone’s on the same page.

Accelerate The Hiring Process

Text messages make the candidate experience way more enjoyable by simply shortening the hiring process. Hiring typically involves emails, scheduling, and so much admin. A great SMS can make hiring human again, not to mention faster. By communicating directly with someone at a time that works best for them, especially in a way that they’re much more likely to respond quickly, it will help shorten the overall hiring timeline.
When used alongside other awesome tools, such as a chatbot, text messaging could even help qualify leads more quickly and immediately put you in touch with the best candidates.

The bottom line: utilizing text for recruiting can help you revitalize your talent pipeline and create a more engaging candidate experience.

About the Author :- Darren Bounds is CEO of Breezy HR.
http://hrexecutive.com/4-simple-reasons-why-texting-can-lead-to-better-hires/

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Tuesday, April 23, 2019

The World Of Pre-Employment Assessments Is Changing

Which Of The New Pre-Employment Assessment Products Is Right For Your Organization?

Up until fairly recently, candidates for jobs at Procter & Gamble had to drive (or in some cases fly) to testing centers in order to complete the company’s required pre-employment assessments. Today, however, they need look no farther than their phones to complete the tests.

Moving from paper-and-pencil assessments to a new, mobile-enabled one that utilizes gaming and artificial intelligence has not only greatly improved P&G’s candidate experience, it’s also given the company greater access to diverse talent, says Dan Bologna, P&G’s global assessment leader.

“We’ve been able to make faster, more tech-enabled assessment decisions,” he says.

These are interesting times in the world of pre-employment assessments. Thanks to advances in tech and AI, a wide range of assessment products are available that can make life easier for candidates while improving HR’s ability to determine whether they have the skills and culture fit necessary for a mutually beneficial employment relationship.

Vendors such as Jane AI, MapRecruit and ThriveMap offer tools designed to help HR determine whether candidates are right for the job and the organization via simulations and “sentiment analysis” designed to see how well they can adapt to change and work with others.

These sorts of capabilities are more important than ever before, says Tom Schoenfelder, chief scientist and head of academic research and partnerships at Caliper, an assessment and consulting firm.

“The world of work is being redefined,” he says. “Employees must be able to keep themselves relevant in a constantly changing business environment. Determining someone’s ability to be adaptable, open and flexible plays a much bigger role than it used to in understanding whether they’re going to thrive.”

Personality assessments no longer play the prominent role that they once did, says Schoenfelder. These days, companies are more intent on assessing candidates for qualities such as learning agility and adaptability.

“The business environment in most industries is changing so much that you almost have to be in a constant state of continuous development and skills acquisition,” he says.

The so-called “flattening” of organizations also means the ability to work effectively in a non-hierarchical setting is becoming more critical, says Schoenfelder.

“Hierarchical organizations aren’t as conducive to success as they once were—the ability to collaborate is becoming so much more vital,” he says.

Emotional resilience is also more important, he says. “The ability to bounce back from rejection, communicate your emotionality and manage stress effectively has always have been important, but it seems to matter more than ever now because the world is becoming so complex,” says Schoenfelder.

The rising importance of soft skills may also be a factor. A recent survey of 2,000 adults conducted by Harris Poll on behalf of recruitment-outsourcing firm Yoh found that, if hiring for a job and the perfect candidate didn’t exist, 75 percent of Americans would most likely hire a job candidate who has soft skills vs. the right experience or qualifications.

According to LinkedIn’s 2018 Workplace Learning Report: The Rise and Responsibility of Talent Development in the New Labor Market, the No 1. priority for talent development, according to the 4,000 learning and development leaders, executives and employees surveyed, is to focus on soft skills training.

Naturally, HR leaders should proceed cautiously when deciding which if any of the new assessment products is right for their organization.

“Sometimes the hype over what some of these tools can do outstrips their actual capability,” says Aaron Crews, chief data analytics officer at law firm Littler. The best plan of action is to have a clearly defined idea of what you’re looking for, which will quickly narrow down the “large pool of sparkly stuff” in the marketplace. Next, get someone with technical expertise to take a deep dive into the technical underpinnings of the product—how it actually operates vs. how the vendor says it will operate, he says.

It’s also crucial to pay careful attention to bias testing and disparate impact testing—and finally, says Crews, consider pilot testing the product first before rolling it out to the wider organization.

At Procter & Gamble, the company decided to break with tradition and turn to an off-the-shelf assessment product from outside vendor—Aon Consulting’s Global Assessment and Talent Engine.

The decision wasn’t greeted with open arms by everyone at P&G, says Bologna.

“There was some internal resistance,” he says. Specifically, some managers were concerned that turning to a tool that’s in use by other companies could undermine P&G’s differentiation in the talent marketplace.

“We addressed that by explaining to them that although pieces of the assessment are adopted from an off-the-shelf product, the overall sweep of our assessment—including the way we leverage it to our culture—is unique,” says Bologna.

Timeliness and flexibility were also factors in P&G’s decision, he says.

“Historically, P&G would build their own assessments from scratch, but that could take as long as three years,” says Bologna. “Given the speed of today’s market, we can’t afford to be a slow-moving, clunky company.”

Turning to an assessment built on an off-the-shelf product not only saved time but also will allow the company to swiftly pivot its focus should conditions warrant, he says.

Although P&G has only been using the new assessment for a few months, the response from candidates so far has been positive, says Bologna.

“We introduced a net promoter score in which we ask candidates how likely they are to speak positive about us after taking the assessment,” he says. “So far, 93 percent are saying ‘neutral’ or ‘positive.’ That’s phenomenal, because assessments typically aren’t a great part of a person’s day.”

About The Auther :- Andrew R. McIlvaine is senior editor for talent acquisition at Human Resource Executive®. He oversees coverage of talent acquisition and recruiting and also edits the weekly Recruiting Trends Bulletin e-newsletter and its associated website, RecruitingTrends.com. A Penn State graduate, Andy also spent two years in the U.S. Army prior to attending college and attained the rank of sergeant while serving in the Army Reserves.

Thanks to Andrew R. Mcllvaine / HR Executive
http://hrexecutive.com/the-world-of-pre-employment-assessments-is-changing/

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Monday, April 22, 2019

5 Ways To Boost Employee Engagement

According To A Panel Of HR Experts, It Largely Comes Down To Communication.

At this time of record unemployment, making sure employees are satisfied and engaged—and, ultimately, plan to stick around—is paramount for many HR leaders. However, the challenge of understanding when employees are starting to disengage, and, harder still, catching them before they do, continues to plague HR professionals.

In a recent post, HR executives on Forbes Human Resource Council shared advice for tackling employee engagement. While the 13 experts offered a few pieces of tried-and-true tactics—such as welcoming feedback and promoting a culture of transparency—there were several standout suggestions, including these five tips:

Ask, Ask And Ask Again: Sara Whitman of Hot Paper Lantern suggests it’s not enough for managers to ask for feedback during reviews or periodic check-ins. At the end of every meeting, she writes, managers should ask direct reports for their feedback and, when suggestions are offered, follow up to keep the person apprised of any actions taken.

Use Retention Interviews: Retention, or stay, interviews can help managers and HR leaders keep their fingers on the pulse of employee engagement and satisfaction, says John Feldmann of Insperity. Importantly, there should be an anonymous component incorporated to any retention-interview process so employees feel empowered to be honest.

Step Into Their Shoes: LevelUP Human Capital Solutions’ Curtis Grajeda shares that managers need to be intentional about putting themselves in their employees’ shoes, advising them to reflect on their own careers, particularly past relationships with managers—what worked and what didn’t. Managers should do this regularly, he writes—and take concrete action if they think they’re replicating bad behaviors.

Check Your Ego: Putting in place mechanisms that invite feedback and give employees a voice needs to go hand in hand with managers, HR leaders and C-suite executives letting their egos take the back seat, says Patricia Sharkey of Sharkey HR Advisors. “This is a genuine assessment for improvement—not a popularity contest,” she writes.

Utilize Style Assessments: Reverb’s Mikaela Kiner advises that style assessments can help team members to learn about their own, and other people’s, strengths and working styles. In particular, she suggests utilizing the DISC assessment—which measures dominance, influence, steadiness and conscientious.

About The Auther :- Jen Colletta is managing editor at HRE. She earned bachelor's and master's degrees in writing from La Salle University in Philadelphia and spent 10 years as a newspaper reporter and editor before joining HRE.

Thanks to Jen Colletta / HR Executive
http://hrexecutive.com/5-ways-to-boost-employee-engagement/

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Tuesday, April 16, 2019

Capitalizing On The Benefits Of Mobile-Based Learning

Today's Mobile-Learning Tools Are Designed For Workers To Share, Create And Organize Their Knowledge.

Most HR professionals are aware of the benefits of mobile-based training programs, yet more than half of businesses recently surveyed still use paper-based training materials even though they believe such tools are ineffective.

The survey was conducted by Inkling, a digital learning platform for frontline employees. Although 500 retail and restaurant organizations participated, their responses still reflect marketplaces outside those industries, says Jeff Carr, CEO of Inkling.

“Paper-based training is still somewhat common despite the demand and availability of mobile [training],” he says. “Customer-facing employees don’t receive enough ongoing training and lack direct access to reference materials and training guides. That’s not a shock, but in 2019, you’d think a store, restaurant or office would have figured these things out and it [mobile learning] would be a little bit more commonplace.”

Based on survey responses, outdated training and communications tools are hindering effectiveness for customer-facing staff. Ninety percent of respondents agree that it would be beneficial to switch from outdated or inefficient paper-based training to online or mobile-based training, while 86 percent of executives and customer-facing staff agree that communications need to improve in both directions. While most respondents (97 percent) have or are beginning to introduce mobile-based training apps or software, 86 percent say mobile-based training has improved frontline staff’s ability to meet customer expectations. But usage of mobile devices still has a long way to go. Fifty-six percent believe that mobile devices are not being maximized and employees still lack the right tools to quickly address customer queries.

According to Inkling’s research, employees dislike corporate learning management systems because they typically are not interactive or streamlined, Carr says, adding that workers prefer micro learning to traditional workshops because it enables them to access small bites of information on mobile devices while completing tasks or projects.

“As we move toward a 3.5 percent unemployment rate in the U.S.,” he says, “there’s a need for a better employee experience in the learning space, everything from real-time feedback and check-ins to in-the-moment, in-the-flow, which are huge trends.”

Versatility And Interactivity

Transitioning to mobile-based learning poses several HR challenges concerning when this type of learning is appropriate, identifying specific content to deliver and to whom, assessing how much mobile learning should be offered, and determining where and how that content is delivered, says Ron Zamir, CEO at AllenComm, a global professional-services firm that focuses on training.

Zamir says he believes mobile-based learning will accelerate this year because training products can now be displayed on practically any device with a screen.

“With simple laser technology, you’ll have the ability to project stuff on any flat surface,” Zamir says. “You can project training content, product descriptions and value propositions on mobile devices, computers, walls in a mall or screens in gas stations or elevators.”

Companies will also use mobile devices as bookends for onboarding. Before orientation, he says, new hires can receive information on their cell phone, for example, about the organization’s history and then while on the job, access additional mobile-based content that reinforces concepts critical to their job success, such as the company’s customer service approach.

In the near future, he says he expects mobile-based learning to evolve beyond sending content to mobile devices.

“Mobile learning will be less content heavy and more social-interaction heavy,” says Zamir. “It will be more about interactivity and sharing information between employees versus devices that receive content. That’s where the phone will actually shine.”

Still, Zamir remains skeptical of high-tech learning’s current reach, saying it’s going to take many years before people “don’t want to hold a book in their hands.”

Until then, he says, HR should avoid overloading itself with technologies that address a narrow training need.

“Make sure that any technology investment you make to create or display content can play nice with all the different modalities you’re trying to use as part of your mix in your training department,” Zamir says.

Focus On Content

Historically, the training market has been slow to adopt new approaches or formats, says Ibrahim Jabary, CEO at Gamelearn, which develops game-based training and communication software for mobile devices.

Not everyone in the training market fully understands the benefits of video games, Jabary says. Looking ahead, he says, most mobile-based learning or training formats will be influenced by gamification and, as mobile devices and networks become faster, training suppliers will build content featuring experiential learning combined with gamification and social learning.

At that point, the most important HR challenge will be supply not meeting demand. “The lack of quality content is going to be a huge obstacle,” Jabary says, explaining that some clients are currently frustrated and asking for products that haven’t been developed yet.

Meanwhile, he says employees have grown bored with traditional-learning formats.

“Everyone needs to think about how to make content attractive again,” Jabary says. “If you find a way to make people have fun while sharing, creating or organizing their knowledge, that would become a huge tool.”

About the Auther :- Carol Patton is a contributing editor for HRE who also writes HR articles and columns for business and education magazines.

Thanks to Carol Patton / HR Executive
http://hrexecutive.com/capitalizing-on-the-benefits-of-mobile-based-learning/

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Saturday, April 13, 2019

Fiat Automobiles ... Fabbrica Italiana Automobili Torino

Fiat Automobiles S.p.A. (UK: , US: ; originally FIAT, Italian: Fabbrica Italiana Automobili Torino, lit. 'Italian Automobiles Factory, Turin') is an Italian automobile manufacturer, a subsidiary of FCA Italy S.p.A., which is part of Fiat Chrysler Automobiles (previously Fiat S.p.A.). Fiat Automobiles was formed in January 2007 when Fiat reorganized its automobile business, and traces its history back to 1899 when the first Fiat automobile, the Fiat 4 HP, was produced.

Fiat Automobiles is the largest automobile manufacturer in Italy. During its more than century-long history, it remained the largest automobile manufacturer in Europe and the third in the world after General Motors and Ford for over twenty years, until the car industry crisis in the late 1980s. In 2013, Fiat S.p.A. was the second largest European automaker by volumes produced and the seventh in the world, while currently FCA is the world's eighth largest auto maker.

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In 1970, Fiat Automobiles employed more than 100,000 in Italy when its production reached the highest number, 1.4 million cars, in that country. As of 2002, it built more than 1 million vehicles at six plants in Italy and the country accounted for more than a third of the company's revenue. Fiat has also manufactured railway engines, military vehicles, farm tractors, aircraft, and weapons such as the Fiat–Revelli Modello 1914.

Fiat-brand cars are built in several locations around the world. Outside Italy, the largest country of production is Brazil, where the Fiat brand is the market leader. The group also has factories in Argentina, Poland and Mexico (where Fiat-brand vehicles are manufactured at plants owned and operated by FCA US for export to the United States, Brazil, Italy and other markets) and a long history of licensing manufacture of its products in other countries.

Fiat Automobiles has received many international awards for its vehicles, including nine European Car of the Year awards, the most of any other manufacturer, and it ranked many times as the lowest level of CO2 emissions by vehicles sold in Europe.

History

On 11 July 1899, Giovanni Agnelli was part of the group of founding members of FIAT, Fabbrica Italiana di Automobili Torino. The first Fiat plant opened in 1900 with 35 staff making 24 cars. Known from the beginning for the talent and creativity of its engineering staff, by 1903 Fiat made a small profit and produced 135 cars; this grew to 1,149 cars by 1906. The company then went public selling shares via the Milan stock exchange.

Agnelli led the company until his death in 1945, while Vittorio Valletta administered the firm's daily activities. Its first car, the 3 ½ CV (of which only 24 copies were built, all bodied by Alessio of Turin) strongly resembled contemporary Benz, and had a 697 cc (42.5 cu in) boxer twin engine. In 1903, Fiat produced its first truck. In 1908, the first Fiat was exported to the US. That same year, the first Fiat aircraft engine was produced. Also around the same time, Fiat taxis became popular in Europe.

By 1910, Fiat was the largest automotive company in Italy. That same year, a new plant was built in Poughkeepsie, NY, by the newly founded American F.I.A.T. Automobile Company. Owning a Fiat at that time was a sign of distinction. The cost of a Fiat in the US was initially $4,000 and rose up to $6,400 in 1918, compared to $825 for a Ford Model T in 1908, and $525 in 1918, respectively. During World War I, Fiat had to devote all of its factories to supplying the Allies with aircraft, engines, machine guns, trucks, and ambulances. Upon the entry of the US into the war in 1917, the factory was shut down as US regulations became too burdensome. After the war, Fiat introduced its first tractor, the 702. By the early 1920s, Fiat had a market share in Italy of 80%.

In 1921, workers seized Fiat's plants and hoisted the red flag of communism over them. Agnelli responded by quitting the company. However, the Italian Socialist Party and its ally organization, the Italian General Confederation of Labour, in an effort to effect a compromise with the centrist parties ordered the occupation ended. In 1922, Fiat began to build the famous Lingotto car factory—then the largest in Europe—which opened in 1923. It was the first Fiat factory to use assembly lines; by 1925, Fiat controlled 87% of the Italian car market. In 1928, with the 509, Fiat included insurance in the purchase price.

Fiat made military machinery and vehicles during World War II for the Army and Regia Aeronautica and later for the Germans. Fiat made obsolete fighter aircraft like the biplane CR.42, which was one of the most common Italian aircraft, along with Savoia-Marchettis, as well as light tanks (obsolete compared to their German and Soviet counterparts) and armoured vehicles. The best Fiat aircraft was the G.55 fighter, which arrived too late and in too limited numbers. In 1945, the year Benito Mussolini was overthrown, the National Liberation Committee removed the Agnelli family from leadership roles in Fiat because of its ties to Mussolini's government. They were not returned until 1963, when Giovanni's grandson, Gianni, took over as general manager until 1966, as chairman until 1996.

In 1970, Fiat employed more than 100,000 in Italy when its production reached the highest number, 1.4 million cars, in that country. As of 2002, Fiat built more than 1 million vehicles at six plants in Italy and the country accounted for more than a third of the company's revenue.

Towards the end of 1976 it was announced that the Libyan government was to take a shareholding in the company in return for a capital injection Other aspects of the Libyan agreement included the construction of a truck and bus plant at Tripoli. Chairman Agnelli candidly described the deal as "a classic petro-money recycling operation which will strengthen the Italian reserves, provide Fiat with fresh capital and give the group greater tranquility in which to carry out its investment programmes".

On 29 January 2014, it was announced that Fiat S.p.A. (the former owner of Fiat Group) was to be merged into a new Netherlands-based holding company Fiat Chrysler Automobiles NV (FCA), took place before the end of 2014. Fiat Chrysler Automobiles became the new owner of Fiat Group. On 1 August 2014, Fiat S.p.A. received necessary shareholder approval to proceed with the merger, which became effective 12 October 2014.

Presence

Europe

Fiat's main market is Europe, mainly focused in Italy. Historically successful in citycars and supermini sector, currently Fiat has a range of models focused on those two segments (in 2011, those accounted for the 84% of its sales). Fiat does not currently offer any large family car, nor an executive car - these market segments have, to some extent been covered by the Lancia and Alfa Romeo brands, which Fiat also owns.

Fiat's share of the European market shrank from 9.4 per cent in 2000 to 5.8 per cent in the summer of 2004. At this point Sergio Marchionne was appointed as Fiat's chief executive. By March 2009 their market share had expanded to 9.1 per cent.

Fiat built their five-story Lingotto plant in 1915 through 1918, at the time it was Europe's largest car manufacturing plant. Later the Mirafiori plant was built, also in Turin. To prepare for production of the all-new Fiat 128, Fiat opened their Rivalta plant in October 1968. Until the 128 entered production, the plant was used to build sports versions of the 850 and 124 as well as parts for the Fiat Dino.

Fiat's 2018 range of passenger car engines comprised eleven units, eight petrols and three diesels. Their current range of models is the following:

Fiat sales in 2011 were up to 676,704 (less 17.3% versus the previous year):

Light commercial vehicles are sold in Europe under the brand Fiat Professional.

Fiat was importing cars to the UK market by the outbreak of World War II in 1939 (with the two countries on opposite sides), but its market share increased rapidly during the 1970s, with the 127 supermini and 128 range of small family cars being the biggest sellers, selling largely on practicality and efficiency. Its market share increased further during the 1980s with the Fiat Uno (imported to the UK from June 1983) being the company's best seller in the UK, and its share fell sharply in the early 1990s before the arrival of the Punto in March 1994 rejuvenated the company's UK fortunes.

The second generation Punto was a strong seller in the UK after its October 1999 launch, but the new modern day Fiat 500 (launched there in January 2008) has accounted for most of the company's UK sales in more recent years. The original Fiat 500 had been one of the few direct competitors for the iconic Mini during its 1960s heyday.

South America

Fiat has invested for a long time in South America, mainly in Brazil (where has been the market leader for many years) and in Argentina. They built their first Brazilian car plant in the Greater Belo Horizonte city of Betim in 1973, after having begun by building tractors there.

The Brazilian range is similar to European one, with the addition of a special family which derives from a common platform (called "Project 178"): Palio Weekend, Palio Adventure, Strada.

Recently a range of new models developed in Brazil has been launched: Uno, Palio, Grand Siena, Fiorino.

Other European models are currently imported to Brazil: Fiat 500.

Fiat sells in Brazil under the Fiat brand, European Fiat Professional light commercial vehicles as:

North America

Fiat has a long history in the United States. In 1908, the Fiat Automobile Co. was established in the country and a plant in Poughkeepsie, N.Y., began producing Fiats a year later, like the Fiat 60 HP and the Fiat 16-20 HP. These luxury cars were produced long before Chrysler Corp. was formed in 1925 from older manufacturers that were acquired by Walter P. Chrysler, the founder. The New Jersey factory was closed when the U.S. entered World War I in 1917.

Fiat returned to North America in the 1950s, selling the original 500, Fiat 600 Multipla, Fiat 1100, Fiat 1200, and the Fiat 1300. Models produced in those years include the Fiat 124 Sport Spider and the Fiat X1/9. Partly as a result, Fiat sales in the US fell from a high of 100,511 cars in 1975 to 14,113 in 1982. In 1983, Fiat left the United States car market with a reputation for poor quality cars in North America, mostly rust and poor reliability.

In January 2009, the Fiat Group acquired a 20% stake in US automaker Chrysler LLC. The deal saw the return of the Fiat brand to North America after a 25-year absence. The first Fiat-branded model to appear was the internationally popular Fiat 500 city car. The Fiat 500 model is built at Chrysler's assembly plant in Toluca, Mexico, which currently makes also the Dodge Journey and Fiat Freemont crossovers. Fiat is also selling their commercial vehicles Fiat Ducato and Fiat Doblรฒ in North America, rebranded as Ram ProMaster and Ram ProMaster City respectively.

Africa

Fiat passenger cars began assembly in South Africa in 1950, and full production in their Rosslyn plant commenced in 1966. Sales reached a peak market share of about five percent around 1970 but then dropped precipitously. A new 128-based half-ton pickup truck helped turn the situation around. It also assembled in Egypt through El-Nasr Automotive Manufacturing Company which assembled FIAT brands 125-127-128

Asia

Fiat's presence in Chinese market is limited compared to its European, Japanese, Korean and American rivals. At the beginning of 2012, Fiat was only importing Fiat Bravo and Fiat 500 model. However, in 2012 Fiat and GAC opened a joint venture plant to produce the first Fiat vehicle specifically developed for Chinese market ever: the Fiat Viaggio, a compact car derived by another model of Fiat SpA group, the Dodge Dart (in turn derived by another Fiat Group car, the Alfa Romeo Giulietta).

Fiat currently offers to Japanese consumers the 500 in both coupe and convertible bodystyles, and the Panda. Both vehicles are in compliance with Japanese Government dimension regulations affording the Japanese public to purchase a non-Japanese vehicle without having to pay an annual tax for driving a car that exceeds the regulations.

Fiat is also present in the Indian market since 1948. Current presence is in joint venture with Tata Motors, although current car sales (Fiat is currently offering the Fiat Punto and Fiat Linea) are niche market and limited (approx. 20k units in 2011).

Current Production

Western Countries Markets

The Fiat 500 (Italian: cinquecento, Italian pronunciation: [หŒtสƒiล‹kweหˆtสƒษ›nto]) is a car produced by the Fiat company of Italy between 1957 and 1975, with limited production of the Fiat 500 K estate continuing until 1977. The car was designed by Dante Giacosa. Redesigned in 2007, it is currently distributed worldwide.

The Fiat Panda is a city car from the Italian automotive manufacturer Fiat. Current version is the third one distributed as from 2012.

The third generation Fiat supermini to bear the name Punto, codenamed Project 199, the Grande Punto was unveiled at the 2005 Frankfurt Motor Show and went on sale later that year. Styled by Giugiaro, the car is based on the Fiat/GM SCCS platform. Whilst the model shares some of its name with the previous Punto, a large number of its components are new, including a new chassis and body shell. After facelift in 2009 it was named as Punto Evo and sold as bare Punto name.

The Fiat 500L enlarges, as from September 2012, the Fiat 500 family with a Mini MPV which replace the Fiat Idea. The model is produced in the new Fiat plant in Serbia. The platform is the same of the Fiat Punto.

Emerging Markets (Production In South America)

Argo is the car that replaced Fiat Palio and Punto for the Brazilian Market produced in Betim - MG Brazil

The Cronos is going to be produced in Argentina in Cordoba and is going to be in the place of Siena and Grand Siena.

The new pickup will took place of Strada, but the project is on hold.

The Fiat Palio is a supermini designed by Fiat as a world car, aimed at developing countries. The Palio Weekend is a small family car station wagon; an extended version of the hatchback Palio.

The Fiat Grand Siena is the four-door sedan version of the second generation of the Fiat Palio, a small family car especially designed for developing countries.

European Cars Of The Year

The European Car of the Year award has been awarded twelve times to the Fiat Group over the last forty years, more than any other manufacturer. Nine of these awards were won by Fiat Automobiles models. Fiat models awarded the title:

CO2 Emissions

Fiat Automobiles, one of Europe's 10 best-selling automotive brands, has for the second year running been confirmed as having the lowest average value for CO2 emissions from vehicles sold in 2008: 133.7 g/km (137.3 g/km in 2007). This was corroborated by JATO, a provider of automotive data.

Electric Vehicles

Fiat started development of electric vehicles back in the mid 1970s, with the concept Fiat X1/23. More recently in 2008, Fiat showed the Phylla concept, and the Fiat Bugster concept in Brazil.

Fiat joined utility companies Cemig and Itaipu to develop new electric vehicles for Brazil, with production in 2009 of the Palio Weekend Electric.

Fiat launched the electric 500e in California in 2013, but no sales were planned for Europe. Fiat CEO Sergio Marchionne claimed in 2014 that each one was sold at a loss of $14,000.

Concept Vehicles

Motorsport

In 1971 the Fiat 124 Sport Spider was prepared for the World Rally Championship when Abarth became involved with its production and development and from 1972 had relative success with two wins in 1972, one in 1973 and won 1st, 2nd and 3rd in the 1974 Portuguese TAP Rally.

The Fiat 131 Abarth was a very successful rally car replacing the 124. Between 1976 and 1981 the Fiat 131 won 18 World Rally Championship events, and winning the WRC three times: in 1977, 1978, and in 1980.

Lancia took over the role of motorsport for the Fiat Group during the 1980s. After a long break of factory-supported entries, in 2003 a Fiat Punto S1600 won the Italian Rally Championship, and 2006 the Fiat Grande Punto S2000 won the FIA European Rally Championship, followed by three successive wins in 2009, 2010 and 2011.

Marketing

Logo

The FIAT initials were first used in the distinctive logo form 1901. Beginning in 1931, the company began using a single red shield without a wreath. In 1968 the "rhomboid" logo (as it was known internally) was introduced which featured the FIAT initials spelled out on four interconnected rhombuses. The rhomboid was slowly phased in during the early 1970s, although the older "laurel wreath" style FIAT badge was used to denote sporting models such as the 124 Spider, 127 Sport, X1/9 and the tuned Abarth models. A new corporate nose based on the rhomboid logo was first introduced in 1983 on the Uno, which consisted of five chrome bars inclined at an angle of 18 degrees to mirror the rhomboid, which usually appeared in reduced size at the corner of the grille.

In 1999 the wreath style logo was re-introduced to commemorate the 100th anniversary of the company.

Motor Village And Flagship Stores

Fiat launched its Motor Village flagship store concept in 2006, with its Mirafiori Motor Village in Turin, followed by London's on Wigmore Street in 2008 and Paris's on the Champs-ร‰lysรฉes in 2010.

BSM-Fiat Deal

In 2009, BSM (the British School of Motoring) ended a 16-year relationship with Vauxhall Motors and signed a deal with Fiat UK to swap its learner vehicle from the Vauxhall Corsa to the new Fiat 500. Fiat UK will supply 14,000 cars to BSM over four years in a marketing deal.

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