People and Organizational Processes
The subject of Human Resources management and the associated functions are of paramount importance today and ought to be increasingly recognized and approached in a multidisciplinary fashion.
The transition from the industrial era to a largely undefined “post-industrial” period has placed special emphasis on a host of intangible assets and brought about the recognition and development of the unique contribution which the human capital can give to the creation of a competitive advantage sustainable over time. This theme is closely linked to the declining model of integrated, vertical enterprises and the emergence of new network-oriented configurations, which generate new organizational models with less clear-cut boundaries. These have also shaped a new relationship between individuals and organizations which is more contingent upon market trends than upon hierarchy. This transformation, by effectively reshaping the relationships between individuals and organizations and making them more flexible, begs the need to reengineer those action rationales and operational practices that still rule the basic processes of the labour market.
Flexibility is the keynote underlying this whole subject matter. It applies to the organizational structures of midsize and large enterprises as well as their relationship systems (networks and collaborative strategies) and ultimately to the work performance itself, when seen in a perspective of comprehension and enhancement of the generation mix. Our main goal is therefore to assist clients in understanding and managing this high degree of flexibility. All the above falls within the purview of our practice dedicated to People and Organizational Processes.
The main issues we analyse through research, process and training activities are the following:
- Evolution of organizational frameworks
- Evolution of the relationship between individuals and organizations
- Evolution of human-resources management practices
- Evolution of training systems.