Euro-training Center
 Italian experience in manpower and training management planning M1221368 QR Code
Share   Like Download Brochure (PDF) Dates and locations

Italian experience in manpower and training management planning

Overview:

Italian firms made massive organizational changes during the 1980s with great success. American business scholars have attributed these successes to the propitious conjunction of technological and market factors, the virtues of flexible specialization, and the peculiarities of Italian industrial organization. However, less attention has been paid to the role played by human resource management (HRM). How did HRM contribute to successful strategies? Was strategic change supported by innovative employment systems?

Consider Fiat, the automobile manufacturer, which is probably the most celebrated and studied case of successful strategic change achieved in Italy during the 1980s. In the 1970s, Fiat faced net losses, a continuous decrease of market share in Italy and Europe, an outdated product line, manufacturing inefficiency, strikes, and absenteeism. A number of factors contributed to Fiat’s turnaround, including layoffs, employee retraining, concessions from unions, intensive investment in flexible automation technologies, and development of an entirely new product line based on innovative design criteria. New HRM policies played a significant role. In October of 1980, shop stewards, professionals, and middle managers staged what came to be called the “March of the 40,000,” in which they protested the strike that had shut down the firm for five weeks. At that point, the company began to develop new personnel policies for these employees, including merit-based promotions and career paths, incentive pay, and increased autonomy and responsibility for management teams. These new personnel policies not only satisfied the needs and expectations of professional and managerial employees, they also strengthened and unified management and built consensus about work organization, compensation, and mobility within the internal labor market. These changes were an integral part of the new strategy.

The Fiat case illustrates our argument: innovative HRM practices have played a major role in developing and implementing some firms’ strategic objectives. These new practices concern not only the traditional HRM issues, such as labor cost budgeting and control, absenteeism and turnover reduction, recruiting, training, and compensation; they may also take more radical forms, actually changing the objects and focus of HRM policies.

This workshop will highlight:

  • The Breadth of Activity that is incorporated in Modern Italian Manpower Planning
  • The Need for Broad Stakeholder involvement in planning and implementing manpower Planning
  • Italian manpower Planning will depend on the business strategy of the organization
  • The Need to Create a Flexible Manpower
  • The Need to Adopt evidence-based HR Practices
  • The Need for both a Broad Mindset and the ability to collaborate across the Organization

Workshop Objectives

This workshop aims to show you how to move from traditional manpower planning to modern strategic Italian manpower planning, raising your profile and the effectiveness of the process.

At the end of this workshop, you will learn to:

  • Apply appropriate Italian Manpower planning tools and techniques to your business strategy
  • Review your own practices and make appropriate changes
  • Think both strategically and tactically to enable effective Italian Manpower planning
  • Understand the core HR components of modern Italian Manpower planning to ensure alignment
  • Overcome challenges to effective Italian Manpower planning and build on enablers
  • Apply good ideas from colleagues from other organizations

 

Training Methodology

This workshop will utilize a variety of proven online learning techniques to ensure maximum understanding, comprehension, retention of the information presented. The training course is conducted face to face.

Organizational Impact

Chief Executives, around the world, say workforce planning is one of the big things that keeps them awake at night. Organizations that send delegates on this will benefit from the following:

  • A realization that strategic manpower planning is a key business process and the one that drives much of HR activity
  • An understanding of what a range of organizations do that may change the way strategic workforce planning is done
  • Clarity on what needs to be done next either to start strategic manpower planning or improve existing processes
  • Practical examples that delegates can take back and use in their workplace
  • Getting ahead of the curve as strategic manpower planning correlates unambiguously with realizing business strategy and achieving desired business results

Personal Impact

This is a career development opportunity for people involved in Italian Manpower planning to increase their knowledge and confidence in being able to take practical recommendations back to work and so progress their careers.

Particular benefits for participants are:

  • Understanding the breadth of workforce planning to be able to make refinements to existing practices
  • Reflection on current practice with the opportunity to add new ideas to the organization
  • Facilitated discussion to solve current problems faced by delegates at work
  • Rethink how current HR practices might be changed to enable career progression.

Target Audience

Italian Manpower planning typically involves the HR function, finance and senior line management so it is aimed at these key stakeholder groups.

This workshop is suitable to a wide range of professionals but will greatly benefit:

  • HR Specialists in resourcing, talent and succession and L&D
  • HR Business Partners
  • Finance People involved in planning, strategic cost control
  • Line Managers with responsibility for talent management
  • Senior Managers with responsibility for resourcing their department / division / business
  • Senior Managers with responsibility for defining and developing organizational strategy

UNT 1

The Context for, and Modern Approach to Strategic manpower Planning

  • The Current Position with manpower Planning
  • Why strategic workforce planning is needed?
  • Case Study Highlighting the Core Features of Effective Workforce Planning
  • Leading Principles in manpower Planning
  • Understanding What your Business Strategy Means in Practice for Strategic manpower Planning
  • Identifying Strategic Roles in the Organization

UNT 2

Understanding and Dealing with the Challenges of Italian Manpower Segmentation

  • Understanding and Managing the Implications of Strategic Roles
  • Segmenting the manpower
  • Managing the Implications of Segmentation
  • The Need for Data as the Basis for Informed Decision-making

UNT 3

Implementing Integrated Italian Manpower Planning

  • Best Practice vs. Bespoke Solutions
  • Assessing the Current Position
  • Identifying Alternative Strategies – using scenario planning
  • Agreeing What the Future Organization Requires
  • Understanding the Range of Resourcing Options

UNT 4

Bridging the Gap

  • Challenges and Enablers for Effective Manpower Planning
  • Review of Contemporary Learning by Organizations in Implementing Strategic manpower Planning
  • Applying the 6B Model to Realize Organizational Strategy
  • Reasons Why Strategic manpower Planning Fails
  • Introducing Strategic manpower Planning is an Exercise in Change Management

UNT 5

Bringing all the Aspects of Strategic Workplace Planning Together

  • Translating the Theory to Practice - Action Learning Set(s) – facilitator - led session sharing challenges and suggesting solutions
  • Creating a Collaborative Cross-functional Approach to manpower Planning
  • Summary of Key Messages from Effective Manpower Planning Practices
  • Summary of Key Learnings from Delegates during the Week
  • Action Planning

Select training course venue