Cisco’s talent strategy includes an emphasis on inclusivity, equal pay, professional development and diversity in hiring. In 2023, Manghi continues, «Cisco has identified “Inclusive Communities” as the key to evolving its organizational model in response to current work dynamics, where physical distancing requires new forms of involvement and collaboration. These communities, based on spontaneity and authority, promote initiatives and relationships starting from the bottom. Cisco Italia has adopted this model, promoting collaborative spaces that stimulate co-creation and joint learning, counteracting isolation and strengthening cohesion between teams.”
The partecipation
Auditel is at the top of the podium of small companies (10-49 employees) and its CEO, Paolo Lugiato, explains to us that the company «from the point of view of human resources competes with the digital giants. Ergo, we have worked successfully on a project to attract and retain the best young resources on the market today, investing in retention and thus eliminating turnover.”
As? «Using three levers. The first is work by objectives, from which smart working and flexible weeks derive. The second is corporate welfare with the service platform, insurance for employees and family members and the performance bonus. The third is the sense of belonging: each employee has the opportunity to impact company life by participating in one or more of the 8 committees: benefits, culture, events, flexibility, identity, sustainability, spending, work environment. A radical change of perspective: the employee does not criticize his bosses but, when he sees that something could work better, he proactively participates to influence the result.” In Biogen, which stands out among medium-sized companies (50-149 employees), people are considered «the heart and engine of the company, which is why we are constantly committed to creating the conditions so that our people feel good at within the organization”, states the managing director for Italy, Giuseppe Banfi. With this objective, «for several years we have created a cross-functional team, led by the Human Resources department, whose aim is to collect ideas and needs from colleagues to create initiatives that can contribute to improving our working environment».
The personal and professional spheres, in fact, are increasingly interconnected and this makes it necessary to «invest in the elements relating to individual well-being. In 2023 we created the “Wellbeing Academy” initiative, a real academy with monthly appointments dedicated to all employees, curated by professionals who are experts in various topics: from financial to physical well-being, from mental health to parenting». The success of the initiative led to its expansion and creation of a digital version.
The satisfaction
Among the companies that were interviewed, there is a progressive growth in the trust index, i.e. the indicator of the internal climate of trust, coming from the responses of each employee who took part in the standard survey of 60 Great Place to Work statements. If in 2019 it was equal to 81%, today it has risen to 89% among the best workplaces companies in Italy. Positive dynamics also for overall satisfaction, the single indicator linked to the statement “All things considered, I would say that this is an excellent working environment, which represents a more instinctive, summary and direct evaluation of the working environment”: its value it was 86% in 2019, but today it has risen to 92%. It should be noted that the differences in terms of trust index between the best companies and those that maintain the position in almost all categories is close to 2 figures.
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2024-03-22 21:00:09