{"id":6985,"date":"2015-07-06T16:42:38","date_gmt":"2015-07-06T14:42:38","guid":{"rendered":"https:\/\/businessschool.luiss.it\/?p=6985"},"modified":"2015-07-07T18:30:29","modified_gmt":"2015-07-07T16:30:29","slug":"what-are-the-competences-required-in-the-hr-field-the-hr-managers-answers","status":"publish","type":"post","link":"https:\/\/businessschool.luiss.it\/en\/news-en\/what-are-the-competences-required-in-the-hr-field-the-hr-managers-answers\/","title":{"rendered":"What are the competences required in the HR field? The HR Managers\u2019 answers"},"content":{"rendered":"

More than 15 companies<\/strong> have participated at the Corporate Advisory Board<\/strong> of the Master in Human Resources and Organisation, which took place on Friday 19th of June at LUISS Business School.<\/p>\n

In this context, the HR Managers met the LUISS BS Master representatives in order to discuss about what are the competences and the features which are required the most with the purpose of working in the environment of Human Resources in order to help LUISS Business School to design a programme that meets the companies\u2019 needs. The Master<\/a> will provide valued skills that will support the students\u2019 employability.
\n\"\"<\/a>\"\"<\/a> \"\"<\/a>\"\"<\/a><\/p>\n

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Emiliano Cappuccitti,<\/strong> HR Director Birra Peroni, has highlighted the importance of \u201ccross culture<\/strong>\u201d, that is the attention in managing the cultural differences and specific working methods:<\/p>\n

\u201cNegotiations are often complicated by cultural gaps which arise from different behavioural schemes, rooted in the business practices. \"Corporate-Advisory-Board_2\" Therefore, companies need to assume specific knowledge in relation to different cultural backgrounds of partners: the awareness of the cultural distance could come out as an important competitive advantage for the company, which wants to avoid waste of time and misunderstandings\u201d. Cristina Morena,<\/strong> HR Talent Manager & HR Business Partner Adriatic Zone Sud, has stressed the importance of assuming the HR methods<\/strong> use for the development of Business Intelligence systems: \u201cIn order to answer market needs, and to get the opportunity to play a strategic and central role in the organisation, HRM should find a way to make business models more goal-oriented in order to drive innovation and support efficiently business activities. Strategic choices of companies are progressively more subject to data and HR analysis, and consequently the HRM should have tools to analyse and evaluate data in order to provide information to top managers in an automatic and customised way\u201d. \"Corporate-Advisory-Board_2\"Paola Giampaolo, <\/strong>Advisor Academy Formazione Manageriale e sviluppo della leadership Corporate University, asserted how organisations need leaders with listening ability<\/strong>, and empathy and engagement skills which people management activities require: \u201cTo be successful in communication and in negotiation in every setting, without compromising interpersonal relations, it urges to assimilate and develop appropriate active and emphatic listening abilities by a constant practice and through adequate techniques<\/em>\u201d. Alessandro Bernardini<\/strong> GSE HR Director, stresses on the different performance of people who work with commitment and who merely do the job<\/strong>: \u201cMany HR Directors and HR managers are valid touchstones who concretely meet new company needs, bringing innovation, efficiency, productive and useful actions<\/em>\u201d. Michele Tripaldi<\/strong> President AIDP Gruppo Lazio and Vice President National AIDP, spoke in praise of the importance of no-profit.<\/strong> \u201c80% of the labour demand in our Country comes from SMEs which very often do not own HR department. Technology could play a key role in order to help the SMEs by giving them another voice. It is one of the biggest challenges for Human Resources<\/em>\u201d. Mauro Boreggio,<\/strong> <\/strong>Chief Human Resources Officer Cementir Holding Spa, has noticed that hiring \u00a0people in the strategic variable field has two implications: the first is to have a clear understanding of how to operate on Human Resource management which is an essential requirement in order to reach the company\u2019s strategic goals\u00a0<\/strong>the second one is the necessity to find indicators to measure and evaluate the variables related to people.
\n\u201cA strategic management of Human Resources must set procedures to renew values and<\/em> \"Corporate-Advisory-Board_3\"competences with the aim to optimise business performance. It is important to place side by side project management<\/strong> experts in order to implement the company processes and focus on collaboration and leadership\u201d.<\/em>\u00a0 Luciano Sale, <\/strong>Wind Telecommunications HR Director, and Tiziana Mennuti,<\/strong> RDS HR Director, have illustrated as in Italy and in the rest of Europe the importance to be prepared for the Digital Transformation<\/strong> which today represents one of the growth drivers for the most of the SMEs. According to them, Social Network, smartphone, e-commerce and digital marketing have revolutionised the way of communicating and selling. Running the digital transformation in a multinational framework, which has managed for many years an activity of communication and sale in a traditional way, make the HR team face the challenges in creating an organisational structure able to answer peculiar digital dynamics needs and in shaping digital professional to understand and fully exploit the \u201cdigital tools\u201d offered by social networks. \u201cNowadays we need to reflect on the deep transformations generated by digital technology in company organisational framework and in different business models\u201d.<\/em><\/strong><\/p>\n

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Special thanks for their participation to:<\/strong><\/p>\n

    \n
  • Paolo Baggioni, <\/strong>DHR, Money Gram International<\/li>\n
  • Alessandro Bernardini, <\/strong>HR Director, GSE S.p.A<\/li>\n
  • Mauro Boreggio, <\/strong>Chief Human Resources Officer, Cementir Holding Spa<\/li>\n
  • Emiliano Cappuccitti, <\/strong>HR Director, Birra Peroni<\/li>\n
  • Ornella Chinotti, <\/strong>Managing Director, CEB<\/li>\n
  • Paola Giampaolo, <\/strong>PResponsible Academy \u201cFormazione manageriale e sviluppo della leadership\u201d, Corporate University PosteItaliane<\/li>\n
  • Tiziana Mennuti, <\/strong>HR Director, RDS<\/li>\n
  • Cristiana Morena, <\/strong>HR Talent Manager COFELY Gdf Suez & HR Business Partner Area Adriatica Sud<\/li>\n
  • Olga Ragucci, <\/strong>Sales & Marketing IH, Unilever HR BP<\/li>\n
  • Paolo Rozera, <\/strong>Executive Director, Unicef<\/li>\n
  • Luciano Sale, <\/strong>HR Director Wind Telecomunicazioni<\/li>\n
  • Michele Tripaldi, <\/strong>President AIDP Gruppo Lazio, and Vice President AIDP<\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"

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