In the first chapter of T.E.A.M. – MAG, our new corporate newsletter, we embarked on a journey of analysis to discover the new structure of the Terme Italia group, that is, the new organisation of sectors, functions, and the flow of information and work. We analysed the new organisation of the HR structure, that is, Human Resources, defining the relationships between Corporate Management and the Group’s Business Units, clarifying their respective functions, and emphasising the importance of the correct flow of information between the various parts. [read the article here].

We continue by focusing on one of the main concepts underlying the new approach to “human resources”: understanding that each person’s professional life within a company, or within the Group, constitutes a well-defined cycle, and that this cycle is connected to the cycles of other individuals.

THE EMPLOYEE LIFE CYCLE

In an increasingly competitive job market, especially in hospitality and leisure, human resources management has become much more than an administrative function.

It has become the function responsible for attracting talent and maintaining their interest over time once hired by the company: for corporate human resources management, it is essential to develop a strategy that involves every phase of an individual’s working life, a resource, within the organisation.

This is why the path known as the “employee life cycle” is often particularly cared for and personalised in all its different phases: a necessary approach to foster a positive talent experience within our group.

So let’s see what the employee life cycle is and what it means.

The employee life cycle (ELC) is a model that describes the different phases a worker goes through from entering the company to their last day of work.
This model, in fact, can highlight the opportunity to implement specific strategies to positively influence the quality of the working experience and, consequently, employer branding.
Each employee goes through different phases during their experience in the company.

I – TALENT ATTRACTION & ACQUISITION
The professional journey with a person who chooses our group begins even before their actual entry into the company.
They are called through employee attraction and acquisition, which is when an employee comes into contact with the company, starts to discover its characteristics and job opportunities, and evaluates whether this could be an interesting organisation to work for.
Therefore, it is important to have a well-planned communication strategy: it helps engage candidates from the very first stages, making them identify with our group’s vision and mission even before they join one of our Business Units.

II – CANDIDATE SELECTION
The journey continues first with the application and then with selection. At this stage, the Terme Italia Group can highlight all the valuable aspects that differentiate it from competitors, while those who are “choosing” us must evaluate the actual alignment between their interests and values and the new job opportunity.

III – RECRUITMENT AND ONBOARDING
The process continues with the integration of a new resource, a new colleague into the company, the so-called onboarding phase. An effective onboarding process can be a key factor in increasing long-term employee retention: as soon as they join, they start feeling part of the organisation, as well as becoming familiar with the work and understanding their new role.

IV – TALENT DEVELOPMENT AND PROFESSIONAL GROWTH
Training and career advancement opportunities are essential to keep people motivated and engaged. Not to mention that developing, updating, or retraining one’s professionals’ skills represents an advantage for the entire organisation in terms of innovation and growth opportunities.

V – LOYALTY AND RETENTION
During a professional cycle, many talents are encountered within our group’s companies, and retaining them without losing them is another crucial aspect from both perspectives. Employee retention strategies include evaluating competitive salaries and a comprehensive range of benefits: from welfare to wellness and wellbeing initiatives, work-life balance, and career opportunities.

VI – OFFBOARDING & OUTPLACEMENT
The last phase of the professional life cycle is offboarding, that is, leaving the company.
Sensitivity and professionalism are our hallmarks in managing potential transitions outside our employees: in most cases, those who look outside our group’s companies become brand ambassadors because even if you can’t always be together throughout your professional life, you can always maintain mutual respect.

This approach, considering every phase of our collaborators’ working life, offers us the opportunity to develop a positive relationship with people by trying whenever possible to provide a personalised response to needs and expectations weighed and evaluated together.