La sfida di valorizzare

e motivare le risorse umane

in un’Azienda nazionale o

globale,

realizzando

il miglior posto in cui

lavorare

Background: 25+ years IT sales & services international experience

1984-2005: IBM

2005-2008: Microsoft Italy: EPG Lead, then Managing Director, then Western Europe

Since January 7, 2009 at Hewlett-Packard

Why I work here: Great company & culture

Fantastic people

Exciting environment

making the difference

every day!

3

The Human Resour

ces Role Perfor

mance Manage

ment

Rewarding &

Recognition

Hiring

Management

Excellence

Talent Manage

ment

Workplace

Advantage

Off-the-record

4

The Human Resour

ces Role Perfor

mance Manage

ment

Rewarding &

Recognition

Hiring

Management

Excellence

Talent Manage

ment

Workplace

Advantage

Off-the-record

Simplifying technology experiences around the world

As A Company, And As Individuals, We Value:

Integrity And Honesty

Passion For Customers, For Our Partners, And For Technology

Openness And Respectfulness

Taking On Big Challenges And Seeing Them Through

Constructive Self-Criticism, Self-Improvement, And Personal Excellence

Accountability To Customers, Shareholders, Partners, And Employees For Commitments, Results, And Quality

Start up?

Fast growing?

Recession?

Recovery?

Ispirare le persone

Essere “giovani” e aperti

I nostri valori

Strumenti informatici

Investire sulle persone

Prendersi cura dei dipendenti

Premiare il contributo

Impegno sociale

MOTIVAZIONE

8

The Human Resour

ces Role Perfor

mance Manage

ment

Rewarding &

Recognition

Hiring

Management

Excellence

Talent Manage

ment

Workplace

Advantage

Off-the-record

1.It’s the basis for being selective

(G.E. philosophy)

2.It’s the basis for a merit culture

3.More important, it’s the basis for

motivating your best people

• Reflect the company’s values and business

strategy

• Continuous feedback

• Be consistent

• Develop S.M.A.R.T. objectives

• Management role is key

• Adapt it but not frequently

Evaluate people based on the requirements of the job—Don’t evaluate people on their potential or what you think they are capable of doing. Set expectations for the job, and then hold people accountable for the job. What you say and how you say it is not nearly as important as what is heard. Focus on the core message/both in documented/written and verbal form. Ideally, give feedback throughout the year. No Surprises at Review time. Make sure to have the employee do a meaningful and insightful self-assessment. Review time is the perfect time to ensure that everyone’s definition of “reality” is the same. Challenge the employee that turns in a self-assessment that has all meets or exceeds expectations on every item. Always give the Review to the employee at least 1-2 hours before the sit down Review so that they have had a chance to read it prior to the Review. Be honest, truthful, direct and candid. Differentiate on performance. Reviews should be based on results and observations. Be specific. Give praise where praise is due. Reinforce the good things verbally and in the final Review. The sit down Review process is a good time for you as a leader to listen by asking open-ended questions.

S=Specific, M=Measurable, A=Attainable by Stretching, R=Relevant, and T= Time-Bound. All goals and objectives must be in the final Review.

17

The Human Resour

ces Role Perfor

mance Manage

ment

Rewarding &

Recognition

Hiring

Management

Excellence

Talent Manage

ment

Workplace

Advantage

Off-the-record

1.Reflect the company’s values and business

strategy

2.Be developed with the employees’

involvement

3.Involve cash, noncash or both

4.Be various

5.Be changed frequently

1. Match the reward to the person

2. Match the reward to the achievement

3. Be timely and specific

“The key to developing people is to catch them

doing something right” (Ken Blanchard)

Informal rewards: “Recognition for a job well

done is the top motivator of employee

performance” (Bob Nelson)

Carefully design reward and recognition

programs

• Sincere. Be genuine. "Token" acknowledgments are seen for what they are.

• Meaningful. Align rewards with the values, priorities, and goals that matter the most.

• Adaptable. The workplace has become diverse. Consider creative options. One size doesn’t fit all.

• Relevant. Inject a personal dimension. The relevance of any recognition is improved with a personal touch.

• Timely. Rewards should reinforce good behaviors. Don’t let too much time pass or the reward will be devalued and credibility eroded.

22

The Human Resour

ces Role Perfor

mance Manage

ment

Rewarding &

Recognition

Hiring

Management

Excellence

Talent Manage

ment

Workplace

Advantage

Off-the-record

BU Requirements

Planning

Recruitment

Development

Planning Attracting Selecting

Business Acumen

Thought Leadership

Customer Centric

Results & Performance Driven

Team Leadership & Personal Effectiveness

Make or buy?

Define the process

Define the engagement model

Company’s own Compensation Guidelines

Base Pay

Sign-on Bonus

Bonuses/Incentives

On-Hire & Annual Stock or SO Awards

Benefits: tangible & intangible

28

The Human Resour

ces Role Perfor

mance Manage

ment

Rewarding &

Recognition

Hiring

Management

Excellence

Talent Manage

ment

Workplace

Advantage

Off-the-record

6 Climate Dimensions example

Clarity

Standards

Responsibility

Flexibility

Rewards

Team Commitment

6 Managerial Styles example:

Coercive

Authoritative

Affiliative

Democratic

Pacesetting

Coaching

©Copyright Hay Acquisition Company

* Based on: survey to 82 graduates

working in HP and Generation Y

Characteristics

(Web & Literature Research)

• Understand graduates point of view

• Give meaning to action, projects

• Answer graduate‘s questions

• Keen to talk to graduate

• Be very open and straight in providing feedbacks

• Give financial reward for good work

• Give warm thanks for good work

• Act as a coach

• Put graduate on challenging projects

• Set clear objectives in line with HP strategy

• Caring for the graduate‘s career

• Believe and trust in the graduate

• Send out graduate to customers within the first weeks

• Take graduate as a professional

• Provide autonomy and flexibility

• Be available for the graduate

• Listen carefully and value graduate's thoughts and ideas

Personal Development

Manager is available and close to graduate

Giving advices and

hints to graduate

Continuous expansion of

responsibilities and possibilities

Support in Career

development

Discussion of graduate professional

goals

Work Management

Responsibilities + Challenges

Job Rotation

Integration + Teamwork

Work according to

skills

monthly informal feedback

+ quarterly formal performance

reviews

From Culture

Features and technology

Product focus

Last minute heroics

Activity-focus

Solve for my P&L

Individual-focused

Opacity

“Aspire To” Culture

Solutions and services

Customer focus

Disciplined execution

Results-focus

Solve for the Company

Collaborative

Transparency

Management Excellence

CAREER EVENTS

Manager Ramp Up

Manager (M1)

Foundation

Midterm

Pivotal

Manager of Managers (M2)

Foundation

Midterm

Pivotal

CONNECTIONS

Management Excellence Community (MEC)

Leaders who Teach

Mentors and Coaches

Community Events

MEC Web

CONTINUOUS LEARNING

Recommended Readings

ME OneNote Notebook

Job Aids

Tip of the Week

E-Coaching

Online training

Classroom training

Best Practices

37 18 June 2012

Development is more than training

Education 10% •Professional journals

•Conferences/seminars

•E-learning/Blended Learning

•Books

•Formal “Training”

Relationships 20% •Role models

•Coaching

•Ongoing 360 feedback

•Career Planning

•Mentoring

Experience 70% •Cross-functional teamwork

•Start-up/Shut-down assignments

•Job change/rotation

•Special projects/taskforces

•Development in role “on the job”

10%

70%

20%

Learn

ing &

Develo

pm

ent C

ontin

uum

Only 10% of your managers will make a difference

Develop Focus & Energy

Source: "Beware the Busy Manager," by Heike Bruch and

Sumantra Ghoshal

39

The Human Resour

ces Role Perfor

mance Manage

ment

Rewarding &

Recognition

Hiring

Management

Excellence

Talent Manage

ment

Workplace

Advantage

Off-the-record

41 18 June 2012

Building careers at HP

• Offers career development opportunities across many business models, customer segments, geographies & functional roles

• Delivers career development policies, tools and resources:

−Grow @HP

−Career Development Resource Center

−Career Development Frameworks

−HP Professions program

−FPR process

• Drives staffing solutions to optimize internal placement, e.g., hpFirst

• Takes responsibility for career

• Regularly seeks feedback

• Assesses his or her strengths, opportunities, goals, and aspirations

• Identifies career goals, development needs and potential next jobs

• Prepares for and initiates career dialogue with manager

• Co-develops actions with manager and executes plans

• Creates career profile and applies to new jobs when ready

HP

ENABLES

Employee

OWNS

• Commits to career growth for employees

• Hires the best talent

• Communicates strategy, goals and performance feedback

• Encourages open, candid dialogue on career options

• Discusses potential future roles, opportunities, fit

• Co-develops actions, enters development plan into FPR tool

• Provides guidance, timely feedback, support and removes barriers to growth

Manager

SUPPORTS

42 18 June 2012

Talent Calendar

Q1

Q2 Q3

Q4

Annual Talent

Operating Cycle

Begin defining

new year

performance

goals

Annual

Performance

Review Total

Rewards

Differentiation

Career

Dialogue

Begin

Talent

Reviews

End

Talent

Reviews

End of year

Mid-Year

Goal Check-In

& Career Dialogue

Managed Year-Round

• Performance Management

• Career Development

• Talent Management

Right-click icon to view web

content for each area

VOW

What competencies

enable better results?

What results are

expected?

How do I get to the next

stage?

What stage am I in? What path am I on?

Where do I want to go?

Take Assessment

Where are my

development gaps?

ONE

Development

Plan

Choose Development

Activities What development activities

and experiences will meet

my development and career

objectives?

Experiences

Building blocks for learning and growth

44

Career Stage Profiles (CSPs)

What is expected in current stage and how to get to next stage on chosen career path

Competencies

Set of behaviors that differentiate outstanding performance

Talent Assessment Terms

and Definitions

46

The Human Resour

ces Role Perfor

mance Manage

ment

Rewarding &

Recognition

Hiring

Management

Excellence

Talent Manage

ment

Workplace

Advantage

Off-the-record

Providing a Competitive Advantage through more Productive Work Environments

Drive and apply Business Excellence in our daily activity

More the External Vs Internal

“Show case”

External : for partner, friends, clients, community

Internal : within your Company

Actions

Branding

Surveys

Mostra progetto

Sito intranet

Newletter

Visite guidate

Eventi

Media Emails

Intranet

Eventi

Audience Team progetto

Gruppi pilota

Italy employees

Community

Emea/Corp

50

The Human Resour

ces Role Perfor

mance Manage

ment

Rewarding &

Recognition

Hiring

Management

Excellence

Talent Manage

ment

Workplace

Advantage

Off-the-record

Role-modeling Fostering

understanding

and conviction

Developing

talent

and skills

Reinforcing

with formal

mechanisms

Behavior

and mindset

shifts

Direction

Coordination &

Control

Account-ability

Leadership External

Orientation Innovation

Capability Motivation

Environment &

Vaues

Where are you today and

where do you want to go?

What do you need to

do to get there?

How do you lead the

implementation?

Performance Profile

Understand current

performance and set

aspirations for the future

based on a diagnosis of

the nine elements of

organizational

performance

Tailored

Implementation

Architect an

implementation program

and make choices

around tailoring the

changes

Influence Model

Develop a set of initiatives required to

change mindsets and

behaviors and close the

existing performance

gaps

The Influence Model forms the second phase of the Performance Leadership approach

The Influence Model consists of four change levers designed to shift mindset and behaviors

"I will change my own behavior if…"

Role-modeling

“I see superiors, peers

and subordinates

behaving in the new

way”

Fostering

understanding and

conviction

“I know what is

expected of me – I

agree with it, and it is

meaningful”

Developing talent and

skills

“I have the skills and

competencies to behave

in the new way”

Reinforcing with

formal mechanisms “The structures,

processes and systems

reinforce the change in

behavior I am being

asked to make”

Sharing some basic ethic values is fundamentally

relevant for a complex business success, especially in

tough times

Ethics is a pragmatic discipline related to acting and

decision making: to make sound business decisions

one must develop criteria based on experience

The key is to evaluate the effect of a given behavior

not only from a pure economic perspective or by

comparing it to theoretical ethical values: it’s

fundamental to assess if a given action is pursuing the

good of the human being

Be your Company’s Champion

Take a pragmatic standing

Be consistent

Ispirare le persone

Essere “giovani” e aperti

I nostri valori

Strumenti informatici

Investire sulle persone

Prendersi cura dei dipendenti

Premiare il contributo

Impegno sociale

MOTIVAZIONE

Learn Everyday!

Give Feedback

What’s Important – Mission & Values

Build Relationships/Connect Broadly

Impact & Accountability

Be Compliant with all Policies

Own your career

Be aware of your work/life balance !

“What motivates people is what motivates people”

(Ken Blanchard)

And, finally…

BIBLIOGRAFIA “The secrets to successful strategy execution” - HBR, June 2008 “The heart of a leader” by Ken Blanchard “One more time: how do you motivate employees?” by Frederick Herzberg “1001 ways to reward employees” by Bob Nelson