Human Resources Management 4 PDF

Okay, so we had the opportunity to watch this video and discuss the results of the test during it. As I told you, for me, the second part---the final five or six minutes---is the most important. Although the video is from several years ago, I think it\'s valuable to see its forecasts about the situa...

Okay, so we had the opportunity to watch this video and discuss the results of the test during it. As I told you, for me, the second part---the final five or six minutes---is the most important. Although the video is from several years ago, I think it\'s valuable to see its forecasts about the situation, as it helps us understand the workforce scenario in the coming years. Now, some years have passed, but the main reason I proposed this video is that it introduces key points for the second part of this lesson, relating to retention and onboarding. Before the break, give me just one minute to summarize the main points of the video, particularly those related to the last few minutes: what are people looking for in work? We\'ll discuss retention later, and I\'ll present the results of an important Forbes article from April 2024. I\'ll involve you later to understand why you think it\'s important to retain people in this post-COVID period. Please keep your answers for later. I see someone mentioned appreciation; please hold onto other answers so we can delve into them afterward. At this moment, before the break, I just want to give you a short summary of part of the video. People are looking for certain things in work. For example, salary is mentioned as number eight. Well, I must tell you that probably salary isn\'t actually number eight right now, but I can\'t give you a specific ranking. I\'m just collecting some points that can be considered important as well. So, salary and compensation---yes, money in general---but we also have other important factors. Number four in the video is having a great relationship with the boss. If you give me a minute, I want to share a specific quote that I\'ve prepared for you. According to a famous definition by Marcus Buckingham: \"People don\'t leave companies; they leave managers.\" This highlights the importance of a good relationship with management. Please keep your answers now because later I want to involve you in a specific reflection. We\'re introducing this topic because it\'s the third task I want to propose to you today: enjoying a great work-life balance. Consider that this video is from some years ago. In my opinion, after the post-COVID period, this point has become even more important. Of course, it\'s also important to have great relationships with colleagues. At the end of this lesson, we\'ll see the motivational factors related to specific research by Frederick Herzberg. We\'ll see how these topics and reasons are connected to motivation or lack thereof. Number one is being appreciated for our work. As you can see, these factors relate to something more than money, even if money is important. We must consider aspects related to different generations because, for some generations, money can have a specific meaning; for others, it can mean something different. However, enjoying a great work-life balance, having a great relationship with the boss, good relationships with colleagues, and being appreciated for our work are considered important by all generations. So, we are ready for the break. I\'ll give you 17 minutes, okay? Since it\'s 7:33 now, we\'ll meet again at 7:50. After the break, we\'ll talk about onboarding processes and retention. See you later. Okay, here we are for the second part of this lesson. As I promised, I used the break to open my LinkedIn profile. I want to explain the \"Recommendations\" section, which is an important part of the LinkedIn profile. This is my LinkedIn profile, and it\'s in Italian, but don\'t worry; I just want to talk to you about the \"Recommendations\" section. This is my personal page. You see various sections like activities, information, cover photo, profile picture, a short summary, info about you, and so on---activities, experiences, training, licenses and certifications, skills. At the end, you find \"Recommendations.\" What are recommendations? They are comments from your customers, people who have worked with you or are currently working with you, representing your skills and work. If you have customers who can provide recommendations, these are very important. I know that recommendations are a crucial section viewed by companies and headhunters. That\'s why it\'s important to have some. It\'s not necessary to have a lot of them. For example, I have over 4,000 followers in my network but only 44 recommendations. It\'s important to have these because they can represent you through others\' words, not just your own. You can start by asking customers with whom you have a good relationship. That\'s how I began, and sometimes I also ask people who attend my courses. In general, I prefer not to ask; that\'s why I have 44 recommendations. I like recommendations to be spontaneous. But if you\'re searching for a new position or want to enhance your LinkedIn profile, you can ask people with whom you have a good relationship. I\'m here if you have other questions or curiosities about LinkedIn profiles. Well, Rosa, I think it\'s very important. Sometimes, especially for professionals, I deliver courses on personal branding. Personal branding is an important topic that\'s useful for people within companies but especially for professionals like me, lawyers, doctors, psychologists, and so on. I suggest to these people to enhance their LinkedIn profiles because, as someone mentioned in the chat before, the LinkedIn profile has become the new or even better version of the CV. Okay, let\'s close that topic and return to the presentation because I want to involve you again. Today, I want to engage you, particularly in proposing specific work about induction, orientation, and onboarding. First of all, these terms are often used interchangeably, but in reality, induction, orientation, and onboarding are distinct. Good evening, Gorgias; welcome. You\'ve arrived just in time for some productive work and reflection on processes related to induction and orientation. As I mentioned, these terms are used as synonyms, but the beginning is quite different. You\'re very ready because I\'ll ask you to design an onboarding process. So, you\'ll do this exercise---very good! You\'re in the middle of the process because you\'ve onboarded people and are now responding to this kind of process. Something has become very important. Just to tell you about me, I worked in the human resources department because I was involved in some onboarding activities. For example, I was the trainer in quality assurance processes for the entire company. I was involved in modules related to procedures, policies regarding quality, and modules related to vision and mission. Our onboarding at that time focused on procedures and activities. But I don\'t want to give spoilers because, in a few minutes, I\'ll ask you to design a specific onboarding. Richard Branson says: \"Train people well enough so they can leave; treat them well enough so they don\'t want to.\" Later, we\'ll talk about retention as the last point of this lesson. In retention, it\'s said that you have to start retaining people from the beginning. I proposed onboarding and retention as two important processes in HR management because there\'s a link between the beginning and the continuous process of retaining people. Currently, one of the crucial points for companies is to retain people. As I told you two days ago---if I remember correctly---it\'s important to note that people, not only from younger generations but also from my generation (I\'m from Generation X), prefer to quit companies even without a specific opportunity outside. This phenomenon has increased after the post-COVID situation. Retention was important before the pandemic, but the impact of COVID-19 has influenced and increased people\'s willingness to leave companies for various reasons. We\'ll discuss this situation and why people prefer to quit later, but companies now consider retention very crucial. So, let\'s return to induction, orientation, and onboarding. First, we see that onboarding is considered the total process of welcoming new hires. But in reality, we must consider three different terms: induction, orientation, and onboarding. In my company, the onboarding activity was called \"acclimation,\" focusing on acclimating new hires during their initial period. Induction is usually related to the first activities---a sort of introduction of the new hire to the company and work environment. This can include a slideshow presentation about the team, culture, a tour with relevant co-workers, or activities during courses. In my experience, I delivered modules related not only to quality systems and procedures but also to vision and mission---the importance of having this kind of impact on newcomers. Then we have orientation, which is more related to culture and values. This means helping the newcomer align with their new position, responsibilities, and work culture---things like compliance, processes, paperwork, and the company\'s general administrative structure. Then we have onboarding. Even though onboarding is considered the general process of introducing new people within the company, in reality, it\'s a continuous, comprehensive process involving management and other employees. It can last up to 12 months, from six to twelve months, depending on the organization\'s structure and HR management processes. I ask you to design, according to your experience or ideas after our discussion, a virtual induction or onboarding for ten new hires over a period of two weeks. Please design the main activities; it\'s not important to go into details. For example, on day one, you might schedule certain activities, day two others, and so on. Activities can include topics or types of engagements you, as a potential HR manager, would propose to new hires. Remember, there are no right or wrong answers---it\'s your process. Then I\'ll give you some information about principles to consider when designing onboarding activities and an example. If you want, Gorgias can share the screen; otherwise, in the chat, you can write brief messages with examples of your activities. For instance, day one activity: meeting with the CEO. Day two: a tour of the company. I\'m here to support you if you need it. Thank you. This is enough. Okay, day one, and so on. We\'re talking about organizing onboarding activities. So, I asked you to prepare and design a brief onboarding activity for a team of ten new hires, built over two weeks. It\'s not important to provide too many details; just write the main activities divided day by day. I gave you 15 minutes in total. At the end, I\'ll read and make some comments to provide information, and I\'ll propose a specific program you can also find in the slides. Nani suggested security training, meeting with colleagues, and inviting them for coffee to feel more comfortable. Nani, are these three activities on the same day or different days? Okay, I\'ll read and give you my comments. No problem, because I\'m sure that by collecting your activities, we can have a strong onboarding program. In my experience, companies may not have a specific program but organize onboarding according to their specific needs. Thank you, Maria. To sum up, structuring the company and the department where the new hire works, and I think later it\'s up to the employee. Nani\'s program relates to the first week---is this spread over different weeks? First week and then the second half can be--- very good, Maria. HR policies, benefits, questions, and so on. Consider that the program must be balanced between meetings, training modules, and interactions. Oh yeah, submission into a department, sharing for interviews, introduction to key departments to roll out the ball. Marino, day one is an introduction to the company. Day two is probably something like the policies related to holidays, meeting your manager and colleagues, time to complete e-learning courses. Day five: time to start your journey, get familiar---very good. Marino, are the learning activities through webinars, video courses, or live courses? Very good---short calls with employees, day three for training, online training. Week one wrap-up, clarify questions, explain week two plan. Day one: meeting with HR generalist. I mean the only one in what sense, Hashima? Very good, because you complete the first week. John suggests day three: meeting and introduction to production team members, company offices, tool training. I see that, in general, you consider training courses on day three or four. General job welcome, meet management, relevant high-level company presentations---very good. In the same services, introduction of colleagues, plus introduction to the functional manager---very important. Consider also having different kinds of meetings with the CEO, heads of different departments, and so on. Introduction to closer collaboration, roundtable with important new colleagues in the following days, introduction to satellite company sites of relevance. Thank you. Yes, you got it---fundamental, because the buddy is related to the first part of onboarding but especially important for the continuous part. This buddy can also be a tutor. In my experience, HR managers assigned specific buddies who served as tutors for the first year of the newcomer\'s professional life. Tests---thank you in the chat. I mean colleagues and key company figures. Learning about the company\'s culture is something I see that\'s not always well considered. For example, in my experience, during onboarding, we gave each new employee a specific copy of the book \"On Eagle\'s Wings\" by Ken Follett (I think that\'s the English translation). It\'s the real story of the 1980 American mission to help people from the American Embassy in Tehran escape, which is also depicted in the movie \"Argo.\" We gave this book because the founder of my company was Prospero, who sponsored that mission. This book and the mission were specific symbols of the company culture. In my experience, not all companies emphasize remembering and reminding newcomers of cultural symbols, but it\'s quite important for fostering a sense of belonging. Andrea suggests orientation, team building, welcome, company review, digital processes in week one, and role-specific training in week two. So, for you, the first week focuses on the company in general, then on the role---very good. Rosa says first week company visit, assignment. Typically, the buddy is assigned after some days because, in the first days, new hires get an overview of the company before focusing on their specific role. If someone wants to share more, I think it\'s not possible here, but if you want, I can give you my email. I just sent it in the chat so you can see. Very good. So we see collecting company belongings---yes, of course. The beginning involves providing what\'s needed to work. ID card---why not? Yes. Set up Teams and Outlook---all important software. First month: communication toolkits, office templates, company-provided resources, individual development plan, complete mandatory courses. Enter your vacation plan for the current year---very good. Complete Outlook setup, enroll in courses and training. Jasper, thank you. Maria, you have a different onboarding program---quite strict but very effective. I see Jasper mentions meeting with the leader. Typically, this is with the top management or team leader after some days, sometimes in the second week, but it could be a good idea. Software tools on day two, meeting other development managers and case managers for work, current check with the buddy on how they\'re doing. You mentioned earlier about day one: discussion, assessment, introduction to the learning management system---yes. This is a buddy---very good. I don\'t remember on which day you assign a specific buddy. Maria Jimena, even if you have no experience, you can share your ideas. Company meeting with colleagues, talk about company expectations, training courses---okay. Pooja suggests building relationships, presentations from different departments, company modules, 101 team members---very good. Why not also have a meeting with future colleagues? Connect with a mentor or supervisor, welcome coffee. Let\'s see---welcome meeting with company mission, introduction to role. Days four and five: learning processes, self-reflection. Week two: keep the role engaging. Then, in week two, you go deeper into the activity. In my company, we had modules about vision and mission on day two. No problem, I read it. Anastasia says the first week appears to be knowledge of the workplace, essential teachings, and essential uses. It\'s good because you organize various activities through media. That\'s how we try to do things, but you finalize paperwork, department introductions on day one, meeting the department. After the first week of work, it\'s important to check that the new resource is settled. Welcome from the direct manager, function induction, mandatory learning continues. They write to me as soon as they hire someone. On the first day, I contact the new starter---no problem. Tour of office setup---yes. Second day: work on services, tools, devices, and so on. Case study analysis---very good. Thank you very much. I tried to read quickly to identify original ideas, and I appreciate all the things you wrote. If you can, and if you want, you can share your screen if you\'re working on a small presentation. But in any case, I thank everyone because even though I read quite quickly, just to see the main points or at least the most original points, I found the programs to be well-structured. Okay, thank you very much. A lot of interesting activities. I just want to share with you some important principles that must be considered when we prepare a specific onboarding program. Okay? So I want to share with you my slides again. I want to share this checklist with you. So, of course, it\'s just an idea because I read in the chat wonderful programs, very well-structured. In India, very well-structured and also with important parts. But, for example, I just want to talk to you about LinkedIn again. Why? Because I use LinkedIn a lot, and I have told you about my LinkedIn profile, and I tend to use it every day. One of the important things that I found on LinkedIn are some groups. In particular, I want to suggest two different groups where you can find a lot of interesting tips about management and leadership. The first one is \'Business Infographics,\' and the second one is \'Leadership Infographics.\' But in general, you can find a lot of interesting infographics about business, leadership, and management. I found some time ago this interesting program, this sort of checklist, in order to have good onboarding activities. As you can see, I have included in the slide also the pre-onboarding activity. Why? Because no one told me something about the pre-onboarding activity---that is, the preparation. Someone told me---if I remember well---something about finalizing documents with HR, maybe also another colleague if I remember correctly. Sorry, because I read quickly and I could have made a mistake. Pre-onboarding: send practical info to start. Nobody introduced the buddy. In this case, the buddy is assigned before the beginning of the onboarding. Apparently, having a plan---so we have a plan in order to have everything organized. Then, inform the team about the new colleague and also draft an onboarding agenda. The second point, which is also the premise, is to consider the work environment and equipment as part of the onboarding. But all of you---or almost all of you---told me about the importance of working on devices, services, IT networks, and so on in the first part of the morning. So it\'s something that I saw also in your work. Then we have the start of onboarding with the activity that is called orientation. Orientation is something that is between the culture and practical activities. Then we have the first week, in which we have individual meetings with the team, further training needs, feedback about week number one, plan activities on 30, 60, and 90 days. I provide the company page because one part of the onboarding activity is also to start to create the sense of belonging through activities on social media like LinkedIn, for example, and introduce the new team member on LinkedIn. I see that at this moment, especially in large companies with which I work, the onboarding activity also includes this kind of activity---to invite people to open a LinkedIn page or profile if they don\'t have one, or to check their LinkedIn profile. Sometimes I am involved in order to give support to new hires to improve their LinkedIn profiles. This is another example, and so on. Then, after day one to three, we have also another kind of program that is spread out. My company sent us to go out for two weeks for onboarding with the whole team. It was insane? Yes. Yes, even if it\'s not a new idea to send people to another country. So it\'s another way, of course; it depends on the organization and so on, but I see that sometimes it can happen. The first---wow---very\... four times? Four times four? How many days each time? How many days? It\'s always two weeks, so we are actually right now---we say two weeks. I guess maybe different than a normal onboarding because we do a traineeship, so it\'s a part of onboarding and training before we\... Okay, I asked you because you wrote that you are onboarded four times during this year. The duration of the onboarding is about one year? One year, okay? Okay, that\'s what they---they basically collect all the trainees from the European offices like France, Spain---50 or 60 people---and it\'s not about training. The other days at our office, we just continue our training, and then we get small projects to begin. Okay, okay. Thank you so much. You\'re\... To what type of industry? I don\'t understand if there is any question for me at this\... This is a software company, but they sell business consultancy ERP systems, and it\'s actually a huge company; they compete with SAP, if you know, and Oracle and Microsoft. Oh, okay. Okay, thank you. You have also another message by a participant: \'Let us know if your company is hiring somewhere; don\'t mind.\' Can be a good advice, why not? Oh yes, yes they are, actually. Okay, so it could be also a good opportunity for you. Then it goes: the first 90 days also determine the training needs and also adding feedback. Number six, end of year one. So, at the end of the onboarding, check in with employees and see how the first year has been. So, also to have some feedback, evaluate performance, of course, because even if it\'s important to evaluate performance also before the year, discuss learning and development opportunities, and return to the portal part of the process related to learning opportunities. And at the end, conduct a final onboarding feedback round---that is very important because it is the closing activity. Participant: In all your experience, do you know any that have onboarding this well-planned? Because it feels like only companies with\... Yes, this is an issue because generally the onboarding activity, well-prepared, well-detailed, structured, and so on, is related especially to large companies. In small companies, I see that onboarding---just to give you an example, so I want to be very, very clear with you---I am a trainer, and I have delivered some training courses for Consob. For note, Italian Consob is the national commission about commissions and controls---for example, the functioning of banks, insurance companies, and so on. Consider that they do not have an onboarding activity. So, between the months of May and October---yes, because I had in my courses also some people in October---they hired some people, okay? If I remember well, more than 30. Consider that I was engaged---I was involved in some courses about communication, and as part of the onboarding, some new hires attended my course. Okay, this is not an onboarding, of course. For me, it was important and a pleasure, why not, to have them with me, but the onboarding as a specific structure\... So, the point is that this kind of onboarding is designed especially for large and medium companies, but it\'s also true that it\'s important to have a new mindset and culture because otherwise the onboarding is left to something that is quite superficial, not fully detailed, not organized, and left to something that is more chaos than structured. Okay, you touched the real issue of these onboarding activities. Now we are near the conclusion of this lesson. In the last minutes, I want to involve you again because I ask you to write in the chat some keywords, some definitions. I don\'t know---how is it possible to retain people after COVID-19? For you, how is it possible? How can you retain people after COVID-19? What are the leverages that companies can use in order to retain people? Please write in the chat in order to have also ideas. \"Work at home.\' \'Work at home,\' yes. \"Increased benefits.\' \'Flexibility in the schedule,\' yes. \"Smart working,\' \'organized hybrid work,\' yes. Come on, \'providing good\...\' Okay, we have \'work-life balance,\' \'focus on well-being like fitness or gym subscription.\' This is a specific policy that is used by a lot of companies; it\'s one general \'work-life balance,\' \'remote working benefits,\' \'family work-life balance,\' \'increased team-building activities.\' This is another important activity because I see that all of you personally have been involved in some team-building, and some companies decided to invest some specific budgets every year in order to organize something at the beginning and at the end of the year---or better, the beginning and after the summer holidays. Then, \'mentoring,\' \'wonderful reverse mentorship.\' This is a good point because mentorship is fundamental, and mentorship can be very, very powerful. \'Career perspective,\' of course, which answer. Then, \'no micromanagement.\' Consider also that \'no micromanagement\' is a specific leverage. Two days ago, if I remember well\... \"I think it\'s crucial to understand what they need, desire.\' Yes, yes. And in this sense, the work of human resources managers can be very important. Remember that each service, especially in large companies, has a specific support by a resource---by human resources staff---that is a sort of internal consultant, also to understand needs and desires of people. Very good. \'Training possibilities,\' yes. \'Culture,\' very good. \'Support while giving staff responsibility to thrive in their roles and enjoy the journey.\' I take advantage from this contribution because another part that I see is made possible, that is considered a good leverage of retention, is also to facilitate and promote cross-functional careers within the company. Thank you. \'Could insurance cooperatives like thin large events, women\'s communication?\' Okay. Yesterday 21:31 Okay? Yesterday 21:31 \'Investing in professional growth.\' Yes, thank you. \'Flexibility,\' \'autonomy,\' \'growth,\' \'work-life balance,\' \'defined goals for professional development,\' okay. Now, to conclude this part---in fact, consider that in 2003, in my company---so understanding aspect---my company was quite horizontal at the time, and certain other aspects were quite clear about too much empathy, trust, and support to understand each employee in a more personalized way. Oh yeah, this is important. But consider that this means also that HR management must organize specific training courses for service managers because this is the way by which the cooperation between HR management and service managers can improve also to have this kind of improvement in terms of mindset and culture. Because every manager can become better at being the coach for people. So this is an indirect intervention by HR management but, of course, can be very powerful. Please get the flexibility to organize their time. Oh yes, thank you. \'Engagement,\' \'recognition.\' Okay, now I just want to conclude. We have a wonderful article by Forbes that defines 15 different measures---incentives---in terms of how to retain people. First of all, the title of the article is \'Employee Retention Strategies,\' and it\'s by John Krell, 30th April of this year. So why do employees leave? For an inadequate salary or hourly rate, feeling overworked or burned out and not supported, no unlimited space for growth, need for better work-life balance, and unhappy with management or the company culture. So these are the reasons why people decide to quit. So, from the article, we have 15 measures that can be considered important. I underline only some of them, okay? So the first one is \'offer competitive base salaries.\' Money is important. Okay, money is important, but money is not the only way. Then---and you told me many times in your comments---\'let your employees work from home,\' \'provide flexible scheduling.\' That is another important point. Flexibility is another keyword, especially after the pandemic situation. \'Encourage and promote work-life balance,\' and of course, many of you told me and wrote this magic word \'work-life balance\' in the chat. \'Recognize and reward your employees for their work.\' Recognition, being appreciated, as was stressed in the video that I proposed to you before. \'Create a culture that employees want to be part of,\' and for me, this is a new trend---not because working on culture is new in general, of course not---but it\'s important, and it\'s new, especially after the pandemic situation. The fact that companies, especially large companies, are thinking that to improve sense of belonging, you must improve also the sense of culture. An example: believe me, in my activity this year, especially in 2024, I am delivering a lot of training courses about storytelling because the use of storytelling---and especially corporate storytelling---is considered by companies as a tool in order to create a sense of belonging, okay? So especially this year, I am involved more and more times, especially with large companies that build and create engagement. Fundamental, for example, the module---sorry---the master for HR idea, the ideology to emphasize engagement, because it\'s another way to consider employees in terms of how to be engaged, how to give them the tools in order to feel engaged. \'Create an emphasis on teamwork,\' of course. \'Cooperation,\' especially in hybrid work, people tend to consider themselves as alone without special links with others. That\'s why it\'s important also to create specific spaces for team-building and so on. \'Reduce and prevent burnout.\' Consider that---I just want to give you some information about the Gallup report of 2020: 76 percent of employees sometimes experience burnout, 28 percent often or always. Let\'s return to the last point: \'provide wellness offerings,\' and many of you wrote this in the chat. And also \'give job perks,\' called phone services, benefits in general. \'Company culture is constant,\' and finally---but last but not least---\'foster growth and offer professional and personal development.\' I underlined 12 instead of 15 because, for me, three are not so important. But I will give you also the link. Consider that on the first page you will find also the link in order to read this article that is fundamental for me, okay? So it can be a really good reading. Another thing: well, I want to close this lesson with the famous motivation theory by Frederick Herzberg. As you can see, you have a specific list of factors that are related to job satisfaction and a specific list of items that are related to job dissatisfaction. Job satisfaction is influenced by motivator factors, and within this list you find recognition, achievement, responsibility, the work itself, advancement, and personal growth. Then on the other side, you have factors that are related to job dissatisfaction---that is, what he calls hygiene factors: working conditions, co-worker relations, policies and rules, supervisor quality, and base wage and salary. Well, we have arrived at the end of this lesson. Before concluding---we have been together six hours---and now I ask you: what do you take away after the end of this module? One concept, one idea, one thought---what can you consider useful for your life and also for your professional career after this six-hour module? Okay? There are many of you, so I think that we can collect some points, an idea, a concept, something that you find useful and that you can keep with you in your work from tomorrow, okay? For the end of the master and, why not, also for your work. Please write in the chat. Oh, sorry, I missed these two messages. Yes, okay, maybe the staff, the manager, and the sub-manager from the different services within the company. For example, I was the manager of training service, and I cooperated on some policies with HR management. Yes, but how do you work on culture if people are working from home most of the time? Sometimes, yes, it\'s very hard. That\'s why, for example, some companies prefer to organize some specific team-building activities. That\'s entertainment activities, okay? Some part training but some part entertainment, and also through some specific online meetings in order to create these informal links that can be useful to have this sense of belonging, okay? But it depends also on the mindset of the operative managers, of course. People are the most important asset in companies today. Yes, and I hope that more managers really understand this point. It will be quite difficult because you will have contributions by experts and by writers and authors telling the same things, but within the companies, some people resist in order not to apply what is suggested. This is another story. Now, an inspiration: real-life examples, psychological tools to survive organizations. Thank you, too. My goal was to give you also my experience, sometimes good, sometimes better, but even---if you prefer---sometimes positive, sometimes negative, but always good in order to have the opportunity to improve---a chance. \'The value of a company is reflected in the value the company gives to\...\' Yes, this is also the essence of culture within company HR. So thank you. \'When I become a manager, we will make sure to acknowledge my team\'s efforts.\' Yes, also very important. \'The feedback from there.\' Consider that I learned a lot from the feedback of people that worked with me. I hope that also some managers with whom I worked have learned something more about my feedback, but surely I learned a lot from the feedback of people that worked with me because I tried to become a leader. I hope to have become a leader because it\'s not easy, it\'s not so sure. \'The management of people, of course, we are witnessing slow changes. Change is quite slow, but I think that it will be very important.\' \'Take care of people first; people will take care of the business with high engagement.\' Consider that this is also a mantra by Simon Sinek. I don\'t know if you know him; for me, he is a real expert in leadership, is also the father, we could say, of inspirational leadership, and the thing that you wrote here in the chat is also a specific concept described by him. Thank you. \'Just understanding the processes of the employee journey. Employers need a flexible offering to tailor the package to their employees, the link to job description resources. This link is at your disposal, but please, just below you, the example is quite useful. Use also artificial intelligence like ChatGPT because I know that some companies use it in order to define---to refine, sorry---this kind of template and also the kind of resources that you can use through this data. Okay? Thank you. Thank you very much.\' \'Having a good HR manager improves the environment and culture of the team and reflects in the productivity. And I think also that HR management can be useful to change the culture and to push the top management to change the mindset about the culture. That\'s why it\'s really important; it\'s another important aspect of the work of an HR manager. Thank you.\' \'It\'s important not only to recruit the right people, yes, or train, yes, organize the training because I am a trainer and accept not training but working under the call of HR management. Employees, happy customers, yes, yes, more productive again. I\'m sorry that initially not so many companies think the same way. You are as good as your team.\' Yes, thank you. \'Train people with enough\...\' Okay? Yes, this is fundamental. I like to use a lot of quotes, and I\'m very glad that these quotes are an important part of your HR module. \'Understand and manage expectations and needs.\' Yes, currently working in Germany and discovered today that the NIN here will acquire some appreciation. Very good. Very good, I\'m glad for you. \'No idea, close teams within the central company\'s structure, in my opinion.\' Yes, of course, I was an example in some senses because I worked a long time, especially at the end of my experience in the company, in cross-functional teams. We were organized in a horizontal way. Wonderful idea about this previous experience. \'Of course, the importance of empowering, yes, yes. Oh, it\'s just a tip about---it can be very powerful for you. Please, and if you need, of course, I gave you also my email address, and the most important component of HR was a comprehensive deep dive into the HRM world, which is quite new to me. Enjoyed the focus on the actual work situation, future position. Thank you very much. My ideas also helped me a lot. Thank you very much. \'Okay, it was a good challenge for me to have more than 70 people, but I hope to have given you some information, also sometimes in a funny way but respecting specific topics. You\'re able to have the slides, and good luck for your master and good luck for your career. It\'s important. Thank you. Thank you.\'