Genoa. 62% of Ligurian companies have a good level of organizational well-being: however, the fact that should make us think more is that in 38% of companies it is considered insufficient or just above the sufficiency. This is what emerges from the Project “Organizational Wellbeing in Ligurian Companies – Listening and analysis for sustainable growth”, a strategic initiative of Fondirigenti (interprofessional fund for the continuous training of managers promoted by Federmanager and Confindustria) in the context of which a survey aimed at companies and managers in the Ligurian area, the results of which were presented this afternoon during the closing conference of the project organized by Manager Solutions Liguria, the operating company of Federmanager Liguria, in cooperation with Confindustria Liguria and DIH Liguria.
The conference was attended by Massimo Sola (Confindustria Liguria), Luca Barigione (President Federmanager Liguria), Roberto Casini (President Manager Solutions Liguria), Carmelo Cassibba (President of the Municipal Council of Genoa), Massimo Sabatini (General Manager Fondirigenti), Guido Conforti ( Director DIH Liguria), Luciano Grasso (Health City Manager Municipality of Genoa).
The survey, which began in June 2022, was attended by around 100 executives and top managers and over 200 collaborators and employees of 29 companies in Liguria (54% in the province of Genoa, 18% in the Imperia area, 18% in the Savona area and 10% of La Spezia) divided between small (35%), medium (45%) and large (20%) companies and with a turnover of up to 10 million euros (31%), up to 50 million (27%) and over 50 million (42%).
“The trend of the post-pandemic labor market has highlighted the difficulty of many companies in finding qualified professional figures – observed Giovanni Mondini, President of Confindustria Liguria -, in some cases even in retaining them, with significant repercussions on operations. In this context, the ‘corporate reputation’, to which organizational well-being contributes in an important way, plays a decisive role in the ability of companies to attract and therefore retain their collaborators”.
“Given the ongoing crisis in the pyramidal organizational culture and in traditional managerial styles with growing malaise and demotivation at work – said Luca Barigione – the urgency to restart from organizational well-being to support the system, people and relationships is clear. Hence the survey that photographs the complexity of the interconnected dimensions and the possible new metrics for correlating business and well-being”.
“When we talk about organizational well-being, we go beyond the satisfaction that is related to basic needs such as physiological needs, remuneration for maintenance, regular payments and safety – explained Laura Torretta, member of the scientific committee and of the team of manager facilitators of Manager Solutions Liguria – To achieve the well-being of the organizational system it is necessary to include the evolutionary needs of the context in its parts and as a whole. The 38% of companies that fail to achieve this goal is still too high a percentage, just as the polarization between top management and collaborators and between different priorities between the four dimensions under analysis are critical points”.
The survey revealed that among the actors of governance (entrepreneurs, executives, managers) of the companies interviewed there are clear differences in approach and intervention with respect to organizational well-being, differences often related to corporate governance, not so much in the sense of company size but rather to belonging to a Group, a circumstance which amplifies the ‘decision-making dependence’. Furthermore, family-run businesses have fewer skills and structures but greater autonomy and decision-making capacity. Lastly, the managers of national or multinational Groups sometimes bring out a sense of ‘impotence’ or ‘limitation’ in decisions.
Indicating the four constitutive elements of organizational well-being (Strategy, Culture, Leadership, Processes & Practices) it is Culture that presents many uncommon value elements: it still has beliefs to be elaborated that increase stress, separation, complaints and negativity.CopyAMP code.
“The managerial culture must bridge the gap between ‘how I see myself and how they see me’ – added Torretta – it must form middle management, it must see the ‘person’ beyond the business card, take care of oneself, of relationships and of the team ”.
“The role of training in promoting an innovative managerial culture attentive to organizational well-being is fundamental – recalled Massimo Sabatini, General Manager of Fondirigenti – Companies need trained managers capable of intercepting the needs of collaborators and creating a work environment capable to ensure the right balance between working life and well-being. An important contribution provided by the project – implemented by the Fund as part of its strategic initiatives – is the corporate readiness detection model which allows self-diagnosis of the company’s degree of preparation with respect to organizational well-being issues and the identification of gaps of skills to be filled through training. Knowledge of what is happening in the area is, in fact, essential for making the promotion of managerial training increasingly effective”.
From the conference, here are the possible solutions that must necessarily start from the leadership team in listening and co-planning with collaborators to be an evolving system in support of sustainable growth.
According to the managers “it is essential to invest time and energy for greater shared awareness and collaboration, for the reformulation of beliefs and cultural limits, support for good practices, healthy habits and the diffusion of positive values, for the reorganization of work, for a plan effective internal communication sharing with all parts of the system without exception, and for the training of ‘middle management’ and technical heads for a ‘servant leadership’ that aligns people and productivity at the centre”.