Listening, direct approach and a clear vision of work and the future.
These are some of the key words that led the Renault Italia Group to enter the list of virtuous companies certified as Top Employers, a recognition which, after a careful analysis of the company's HR policies and strategies, assigns them a certified score.
"I returned to Italy at the end of 2020 - commented Giuseppe Mantegna, director of human resources for Gruppo Renault Italia - to take up this job.
In the midst of Covid we had a reorganization phase to think about the real unexpressed potential of this branch, in terms of human resources.
I thought about development assets and in particular the well-being of collaborators, leadership and inclusion, as well as the so-called employer branding". Founded more than 30 years ago, Top Employers Institute has certified 2,053 companies in 121 countries around the world who, thanks to their excellence in the HR field, have generated a positive impact on the lives of over 9.5 million people.
"Regardless of fashion - said Mantegna - the direction to take was clear after the meetings with the management and the collaborators. Two of the key words for me were those of proximity and listening. The request was that of a clear vision and a direct approach. The idea of Top Employers was born in me, starting from the need to understand, with the help of an external certification institute, what the real conditions were within the company".
Over the last two years, the French Group has stood out for its activities dedicated to People Strategy, Diversity & Inclusion and Employer Branding.
On the subject of People strategy, for example, the 'Renaulution up!' program was concluded with the 'Celebration Day', which proclaimed the winning projects, launched in 2022 to deepen knowledge of the Renaulution strategic plan and engage collaborators in the transformation within your area.
"HR managers - Mantegna continued - until twenty years ago dealt with salaries, hiring and firing, as well as relations with trade unions. Today, all this remains, with the addition, however, of a whole series of essential activities. The first external feedback on the activities stood at 58% (not certified). From there, we began to put into practice everything necessary to improve, up to today's 75% (certified) obtained through a whole series of macro and micro projects".
Among the numerous internal activities, the Leadership Empowerment process continued in 2023, integrating training with the use of a digital platform, SkillGym, through which to exercise and develop some managerial skills, dealing from time to time with different interlocutors with whom confront.
"The approach has always been that of listening - concluded Mantegna - also through surveys which made it possible to identify the areas in which to intervene. The key point was to link ourselves to the Renaulution plan to put it into practice in daily corporate life. Even the leadership was revised to adapt the model in light of new needs. From there, five projects were born that were voted on and today we are developing. The objective was also to find the best ways to get back to working together in the post-Covid phase."
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