The training programs in Italy adopt a business-oriented approach to provide the necessary skills and tools to effectively cope with the changes in the relevant market and to ensure the development of the Company. Against a backdrop where skills required evolve in sync with the innovations in technology and organization, the Group has developed an integrated and well-structured range of training programs to allow the continuous upgrading of workers’ skills, using innovative teaching methods that facilitate learning and motivation.
The overarching objective of all the programs is also to encourage integration of the various business areas in order to improve efficiency, develop synergies and create a shared management style, as well as to develop the necessary distinctive skills of each professional family to anticipate market trends and support business evolution needs.
In 2019, in addition to the existing training programs that were re-run and updated (Digital Academy: 8 new courses on professional upgrading in the marketing area), new training programs were introduced and completed, for a total of approximately 7,600 hours of specialist and managerial training:
- Digital Academy: a modular training path targeted to 84 marketing managers and specialists, which addressed the main levers of digital marketing through frontal lectures and action learning sessions where theory and practice intertwine, implementing tools and techniques on projects/activities of each area involved. Specifically, the topics treated in the various modules aimed at introducing the issues of digital transformation in marketing processes, and at providing Google Analytics and data-driven tools to create and optimize marketing strategies, to analyze data relating to the sites and campaigns developed, and to improve customer journey in website navigation, optimizing conversion rates.
- HR Academy: a 5-day training program for 21 resources from the Group’s HR and Organization Department, aimed at encouraging a rethinking of the HR role at Mondadori, enabling the function to become a strategic player and a change driver for the Group. The closing modules focused on influencing and team effectiveness behavioural skills, and the change management tools and skills that enable the HR Department to steer the Group’s transformation and innovation process.
- Academy Editor: a modular path addressed to approximately 80 editorial managers and junior editors, with both external and internal trainers. The modules offered during the year developed distinctive professional skills such as editorial scouting, and technical skills relating to tools and knowledge regarding the book production chain: from acquisition to creative publishing, and from economics to sales management.
- Smart working experiments: training course built around 5 meetings addressed to 50 smart workers and their managers, aimed at providing the skills to the players involved for the introduction of smart working in the Company. The topics ranged from corporate culture to the agile organization facilitating smart working, the new mindset, the managerial skills that foster a new agile way of working such as delegation, trust, and sense of responsibility. Lastly, more technical issues such as regulatory and privacy aspects and training on safety in domestic environments were addressed.
- Office: workshops on Office applications at various levels (basic, intermediate, advanced) to develop knowledge and improve the effectiveness of using Excel, Power Point and Gsuite programmes. Four pilot classes were set up, with 40 attendees in total, to test the methodology and assess the average levels of knowledge in the company, and to be able to properly plan the mass training scheduled for 2020.
- LeaderMe path: managerial training program addressed to 45 managers (N-2 level), aimed at developing their personal effectiveness by empowering each individual vis-à-vis their own growth path. The program was divided into 3 training modules aimed at transferring tools and techniques to act effectively in one’s managerial role. The second and third modules offered during the year focused on people management (the relationship between motivation, skills and performance, with particular focus on giving feedback and being a manager coach) and team management (dedicated to the informed reading of conflict/cooperation dynamics within the company, in interfunctional/process relations, in work teams and design thinking as an approach to innovation).
- Lean Six Sigma path (with Green and Black Belt certification): this is the second step in the project aimed at achieving the following targets: generating commitment in Top Management and sharing the key factors for a long-term Lean Six Sigma program that generates successful results and active cultural change; creating champions who are able to steer and support improvement projects and to form a team with Lean Six Sigma certified skills that can implement improvement projects in synergy with the targets envisaged in the Group’s business plan.
The aim of the program is to spread across the company the culture and bent for continuous improvement in the management of business processes in order to motivate, promote and facilitate development and innovation, maximizing the effectiveness and efficiency of recurring tasks. The course, addressed to 15 resources from the different business units, embraced both Lean Management (an approach for creating an efficient process by eliminating activities that add no value for the customer, both internal and external) and Six Sigma (approach aimed at improving business processes) issues.
The training plan of the Academy system is complemented by language training (over 1,200 hours delivered both traditionally, with frontal lessons in the classroom, and in blended mode, i.e. through digital platforms) and training on safety in the workplace, delivered both in the classroom and in e-learning mode. During the year, the updates to the specific training received in the classroom (more than 1,000 hours delivered) involved emergency management personnel (fire-fighting and first aid), supervisors, workers’ safety representatives and the heads of the prevention and protection service (182 people in total), while safety training (general and specific) delivered in e-learning mode involved approximately 1,500 people including employees, temporary workers and interns.
|Training hours delivered|
|Ad hoc training||7,595||11,786||5,057|
|Total hours of training delivered||17,959||14,323||8,018|
|% of which to women||61%||56%||68%|
|% of which to men||39%||44%||32%|