A NEW DEVELOPMENT MODEL
FOR THE HOLDING TERME ITALIA
Growth necessarily implies changes that must be guided towards evolution!
To correctly steer this evolutionary path, it is necessary to combine the theory of strategic development with the ability to implement it concretely.
And it is in this phase of “execution” that Human Resources represent the determining element. It is limiting to think in quantitative terms: we tell ourselves that “we lack staff”, but it is very important also to look at the rooted and real growth path that our Company is implementing day by day, which centres on the value of the “human resource”.
This is the synthesis of understanding the complex dynamics that can or cannot determine a successful business path: a synthesis that runs on the fine line of clarity of “vision”, and consequently, of clarity in organisation.
New skills are part of the management team, but it is not just about the arrival of a “new manager” being the only news, but rather the beginning of a new phase for Terme Italia: the adoption of a new development model, adhering to our group’s vision of the future and based precisely on the correct allocation of decision-making levels, rationalisation of decision-making flows themselves, and clarity of criteria to be adopted in these processes.
Therefore, the issue posed solely in terms such as “lack of staff” seems to be surpassed, which is equivalent to worrying about the finger pointing at the moon, rather than worrying about the sudden high tides that moon can generate right here, in our own house.
But let’s see in summary the core of the new HR organisational model:
In this easily readable framework, three dimensions stand out that contribute to the company’s development:
the dimension of specialist skills (HR Centres of Expertise), which encompasses those skills useful for designing, creating, or adjusting the necessary HR processes, keeping vision and adoption criteria aligned, whilst also enhancing the most specific or thematic skills;
The dimension of HR Operational for the standardisation, care, and attention to the most delicate phases of the repetitive processes related to the Employee Life-Cycle;
the dimension of HR Business Partners, the pivotal role acting as single points of contact between the business units and the other HR dimensions, representing the point of reference for all staff. HR Business Partners are not mere executors of directives from the Centres of Expertise; they perform the fundamental function of conveying the specific needs of each business unit to the dimensions responsible for process design or performance improvement, identifying priorities and organisational needs together with Management. They also perform crucial functions such as highlighting potential development pools linked to their context or suggesting how to achieve a balanced synthesis between the theory of development vision and the daily practice of work in each location.
What does a new HR model mean at this stage in the life of the Terme Italia group?
First of all, it means “integration”: acquisitions and growth initiatives of the Group must now find a synthesis in the birth of an entity capable of pooling best practices to develop that organisational capacity to govern a new and more intense phase, with pride in what has been done so far, a strong and deep-rooted pride in each of us, to better support the great value that each Brand and each Company within the Group possesses.
A new model to better enhance the many “shoots” that have grown in the context of all the Group’s activities.
It also highlights the “personal” side: we are a T.E.A.M. (Together Everyone Achieves More), people who generate value through emotions; contrary to a cultural tradition that has always devalued emotions as they would disrupt the calmness of reason, we must instead be firmly convinced that emotions are precisely at the base of the good functioning of the mind: if man loses emotional capacity, he is unable to be reasonable.
A new model means, above all, a new great opportunity for all of us.