Who is Tiziana Mennuti and what exactly does she do?
I’d answer dutifully: I am the HR Director at RDS. But times are changing and, with them, are also changing some paradigms that until some time ago have guided our dear and old companies. Therefore, more specifically, I’d call myself an HR Business Player that according to the definition of Dave Ulrich, is one who does not “play along” but stays in the game. Staying in the game means to be a coach, a facilitator, an organizational architect, a builder of the employee value proposition, but above all, it means to be a leader. Every day I wonder if, indeed, I correspond to all of these descriptions, but the passion for people is what certainly represents me and guides me in what I do.
Are there any sector specific features that make your operating field particularly challenging?
At the moment of great transformation like now, the HR plays a key role because today, more than ever, corporate organizations have a duty to be on the market with a clear and defined Employer Brand Positioning strategy that encompasses within itself values and corporate identity of the company and that triggers in potential talents a strong desire to be part of it. But this may not be enough if we do not accept the real challenge, that is to ensure that the talent does not represent an infallible stellar alien but rather, becomes a disruptive resource in organizations, able to provide new energy and stimuli, capable of triggering a virtuous circle leading to the discovery of dormant talents, sometimes, often slow and cumbersome, of our companies.
What is your relationship with technology?
I am not a native digital and this could make you think of a difficult relationship with technology. Partially it is true. However, I feel very attracted to technology and I like “sharing” with millenials. I find it extremely fascinating to run into a new APP, discover numerous different paths that digital technology offers, wear digital device that can improve the quality of my life, imagine a world full of cars that drive themselves, and, above all, think I can work from everywhere, using my smartphone that allows me to be connected to my desk and my colleagues wherever they are.
How would you define your “digitized” organization within HR?
RDS has developed over time. From pure Broadcaster it has become an Entertainment Company and this is mainly thanks to the explosion of the “digital media”. So we had to rethink the organization and review the internal skills by projecting our entire organization to a digital model. We are implementing a suite in our human resources management software that allows to collect all the information about our people and provide the management with the strategic decision support, through so-called HR Analytics (from payroll information, to the climate analysis results, to leadership assessment or performance review) that can effectively lead the company toward changes. Our second great challenge is digital implementation of Google Suite platform, using gmail tools, drive, sites, hangout, sharing calendar, keep, etc., it can liquify, and simplify a lot of the work. Of course, all this, in smartworking key !
Do you think that technological innovations (software, social, platforms) play a useful role in reducing resistance to change?
Before the web it was difficult to imagine an organization, different from the one formalized by Taylor, based on the strategies defined by a small summit, the objectives assigned and not selected, a command and control system in which only the top management has a right to allocate resources. With the advent of the Internet we are called to explore new forms of organizational life, in which the coordination takes place without centralization, power lies in the capabilities and not in the roles, knowledge sharing triumphs over authoritarianism. To achieve this, we have to work on the culture of our companies, which I consider essential, and that comes even before technology.
Is there any project related to digital people management you are particularly proud of?
Stimulated by the strong impulse produced by the Digital Transformation, together with my team, I’m developing an ambitious project that invests in a diagonal way, methodologies, processes and current work tools within HR. On one hand, we are focused on implementation of the new digital tools, both in Recruitment – through the use of alternative communication channels capable of extending the spatial and temporal boundaries of the resource search – which in the field of Digital Learning – making available new training devices (e-learning) to create effective and advanced training offers. On the other hand we work with passion and commitment, to construct an effective competency model, functional and integrated with HR Analytics, capable of enhancing human capital, promoting organizational development and performance management, also as a part of an effective, total, rewarding policy.
What is the future of HR function in your opinion and what new skills they should acquire to meet the new needs of companies?
HR Departments are required to take on a role of leadership in the transformation ongoing process, in terms of developing new skills and identification of new professional profiles, but to do so, first, they must transform themselves, by developing in-house new skills, professionalism and tools for digital rethinking of their processes and services.
Essential, therefore, for the development of skills within HR are the systems for mapping skills, the Social Employer branding, which means the use of channels and social platforms to enhance the attraction of talent, the Business Intelligence tools for the analysis of internal skills gap and CV management, systems for the management of the CVs of the candidates and the selection workflow, the Social Learning systems as a community to support the training. In short, we have a lot of work to do.
If you were an engineer or a designer, what would you like to create to make daily work even more effective?
More than to design and create, I’d love to “disassemble”, to simplify. I would like to free us from the burdens we sometimes carry in our companies, to reduce the weight of the superstructure, to eliminate redundancies, to put an end to power plays and roles, and focus, instead, on more fluid and supported organization, simplified by a technology that, fortunately, allows to do so.