96.2%
employees with permanent contracts
4.2
million euro
used by employees with Hextra,
the company’s welfare plan
(with 98.5% of employees adhering)
30%
variable retribution
of middle and senior management
depending on sustainability, 17%
on hsared value

Strategic planning of sought-after and future skills and roles

The five strategic levers of the Business Plan steer the action of the Central Personnel and Organisation Department towards building a corporate environment supporting business strategy.

The rapid changes in the competitive context, in technology and in the regulatory framework require that organisations adapt and respond in an ever faster way. The diffusion of agility is a goal shared by several areas of intervention and also extends to relations with the ecosystem.

The current and constantly evolving market scenario, therefore, also leads the Hera Group to adopt systemic intervention models that are able to support the implementation of the strategies of individual businesses and to identify the offer and demand for both current and future roles and abilities.

In this context, as part of the 2018 business planning cycle, a new approach to the workforce planning process was launched. Drawing on greater integration between the business strategy and the strategy for roles and skills, the approach examines HR numbers and costs, and steers the development of the personnel management strategy in the long term, supporting Group strategy implementation. This is achieved by analysing workforce dynamics both from an internal and external viewpoint. The goal of strategic workforce planning is to identify and bridge the gap between the current and future situation by finding the best solutions in terms of quality, quantity, timing and location of the workforce, through an integrated action plan.

Within the context of this approach, reflection and analysis involve 5 main aspects:

  • Dimension – is workload rising or falling? Will there be roles that will no longer be necessary or will be able to be replaced by automation? Will there be emerging roles that will be included in the organisation?
  • Cost – will cost change in line with the increase in results?
  • Geographical location – are the various professional families located where they are really needed? How does the external context influence the current geographical location of resources?
  • Skills: Do we have the right skills to implement key processes in the future? Are there any obsolete skills? Do we need to develop new skills?
  • Configuration: Is distribution by seniority and position consistent with the organisation’s demands? Is the demographic structure appropriate? Is the balance between operational/management positions consistent with future challenges?