The pervasiveness of the Digital Transformation, that is impacting every domain of human activity, and the fast pace at which products, services, processes and business models are being innovated and disrupted require the organizations to reframe their strategy and to rapidly adapt to this ever-changing environment. A pivotal role in the corporate strategy is played by the HR strategy and, indeed, the practices put in place to manage and develop human resources have a major impact on business performances, both in terms of productivity and profitability. In conjunction with the technological advancements of the Digital Era, the activities, tools and methods adopted by employees and even the workplace itself have drastically changed. As a consequence, organizations and institutions must mobilise for the purpose of keeping the employees’ competences up to date and thus, increase the efficiency and fully exploit their potential to bring innovation. Although numerous institutions and governmental bodies have developed frameworks and have launched initiatives for defining, assessing and enhancing digital competences within the population, little evidence exists about programs tailored for a specific sector and a specific company and, moreover, I found no evidence of programs connecting the assessment and the training practices to the innovation process. In fact, contextual factors tied to the sector, to the geo-political area, to the environment of a specific organization surrounded by peculiar stakeholders can have a significant influence on the set of competences required, on the training programs launched and on the meaning of Digital transformation itself, which can assume diverse facets. The project carried out by P4I for Allianz S.p.A. can bring an innovative contribution to the literature, and to the community of practice, given that not only represent a real case of customization and contextualization of the generalized models and programs presented in the literature, but also act as conjunction between HR development activities and the innovation process of an organization. This empirical research provides methodologies, tools and approaches for the accurate evaluation of the digital competences of an organization’s population, for their augmentation and for linking these initiatives to the innovation process of the company.
La pervasività della Trasformazione Digitale, la quale sta impattando ogni ambito dell’attività umana, e la rapidità con cui i prodotti, servizi, processi e modelli di business vengono innovati e rivoluzionati richiede alle organizzazioni di ristrutturare la loro strategia e di adattarsi velocemente a questo ambiente in continua evoluzione. Un ruolo critico nella strategia aziendale è assunto dalla strategia HR e, in effetti, le pratiche messe in atto per gestire e sviluppare le risorse umane hanno un effetto considerevole sulle prestazioni aziendali, sia in termini di produttività che di redditività. Insieme al progresso tecnologico dell’Era Digital, le attività, strumenti e metodi adottati dagli impiegati e perfino il posto di lavoro stesso, sono cambiati drasticamente. Di conseguenza le organizzazioni e istituzioni devono mobilitarsi per tenere aggiornate le competenze degli impiegati e quindi incrementare l’efficienza e sfruttare a pieno il loro potenziale di introdurre innovazione. Nonostante numerose istituzioni e governi abbiano sviluppato e avviato strutture e iniziative per definire, valutare e migliorare le competenze digitali dei cittadini, esistono poche testimonianze di programmi personalizzati per uno specifico settore e una specifica azienda e, inoltre, non ho trovato tracce di programmi che mettano in relazione pratiche di valutazione e di formazione con il processo di innovazione. Infatti, fattori contestuali legati al settore, all'area geopolitica, all'ambiente di una specifica organizzazione circondata da specifici shareholders possono avere un'influenza significativa sull'insieme delle competenze richieste, sui programmi di formazione avviati e sul significato stesso di Trasformazione Digitale, che può assumere sfaccettature diverse. Il progetto realizzato da P4I per Allianz S.p.A. può portare un contributo innovativo alla letteratura e alla comunità di prassi, dato che non rappresenta solo un caso reale di personalizzazione e contestualizzazione dei modelli e programmi generalizzati presentati nella letteratura, ma funge anche da giunzione tra le attività di sviluppo delle risorse umane e il processo di innovazione di un'organizzazione. Questa ricerca empirica fornisce metodologie, strumenti e approcci per l'accurata valutazione delle competenze digitali della popolazione di un'organizzazione, per il loro miglioramento e per il collegamento di queste iniziative al processo di innovazione dell'azienda.
Assessing and enhancing the digital capability and promoting the self-learning within the organization. A case study in a multinational insurance company
DALLA RENA, FRANCESCO
2017/2018
Abstract
The pervasiveness of the Digital Transformation, that is impacting every domain of human activity, and the fast pace at which products, services, processes and business models are being innovated and disrupted require the organizations to reframe their strategy and to rapidly adapt to this ever-changing environment. A pivotal role in the corporate strategy is played by the HR strategy and, indeed, the practices put in place to manage and develop human resources have a major impact on business performances, both in terms of productivity and profitability. In conjunction with the technological advancements of the Digital Era, the activities, tools and methods adopted by employees and even the workplace itself have drastically changed. As a consequence, organizations and institutions must mobilise for the purpose of keeping the employees’ competences up to date and thus, increase the efficiency and fully exploit their potential to bring innovation. Although numerous institutions and governmental bodies have developed frameworks and have launched initiatives for defining, assessing and enhancing digital competences within the population, little evidence exists about programs tailored for a specific sector and a specific company and, moreover, I found no evidence of programs connecting the assessment and the training practices to the innovation process. In fact, contextual factors tied to the sector, to the geo-political area, to the environment of a specific organization surrounded by peculiar stakeholders can have a significant influence on the set of competences required, on the training programs launched and on the meaning of Digital transformation itself, which can assume diverse facets. The project carried out by P4I for Allianz S.p.A. can bring an innovative contribution to the literature, and to the community of practice, given that not only represent a real case of customization and contextualization of the generalized models and programs presented in the literature, but also act as conjunction between HR development activities and the innovation process of an organization. This empirical research provides methodologies, tools and approaches for the accurate evaluation of the digital competences of an organization’s population, for their augmentation and for linking these initiatives to the innovation process of the company.| File | Dimensione | Formato | |
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https://hdl.handle.net/10589/145823