[{"data":1,"prerenderedAt":1721},["ShallowReactive",2],{"project-it":3,"areas-it":1705},[4,139,389,581,752,909,1087,1277,1468],{"id":5,"date":6,"date_gmt":6,"guid":7,"modified":9,"modified_gmt":9,"slug":10,"status":11,"type":12,"link":13,"title":14,"template":16,"meta":17,"area":19,"class_list":22,"acf":29,"yoast_head":59,"yoast_head_json":60,"lang":111,"translations":112,"post_translations":113,"pll_sync_post":114,"_links":115},275,"2026-09-21T10:52:27",{"rendered":8},"https://dashboard.365gradi.com/?post_type=projects&p=275","2026-09-21T13:28:30","supporto-hr-nelle-fasi-di-certificazione-per-unipdr125-2022","publish","projects","https://dashboard.365gradi.com/projects/supporto-hr-nelle-fasi-di-certificazione-per-unipdr125-2022/",{"rendered":15},"Certificazione UNI:PdR125","",{"_acf_changed":18},false,[20,21],11,9,[23,12,24,25,26,27,28],"post-275","type-projects","status-publish","hentry","area-consulenza-organizzativa","area-progettazione-formativa",{"main_image":30,"sector":51,"date":52,"team":53,"blocks_company":54,"blocks_goal":55,"blocks_activities_pre":56,"gallery":18,"blocks_activities_post":57,"blocks_consclusions":58,"related":16},{"ID":31,"id":31,"title":32,"filename":33,"filesize":34,"url":35,"link":36,"alt":16,"author":37,"description":16,"caption":16,"name":38,"status":39,"uploaded_to":40,"date":41,"modified":41,"menu_order":42,"mime_type":43,"type":44,"subtype":45,"icon":46,"width":47,"height":47,"sizes":48},84,"Logo_Fiorese","Logo_Fiorese.png",3276,"https://dashboard.365gradi.com/wp-content/uploads/2024/12/Logo_Fiorese.png","https://dashboard.365gradi.com/projects/formazione-in-fiorese-ottobre-2024/attachment/logo_fiorese/","1","logo_fiorese","inherit",66,"2024-12-05 15:04:35",0,"image/png","image","png","https://dashboard.365gradi.com/wp-includes/images/media/default.png",225,{"thumbnail":49,"thumbnail-width":50,"thumbnail-height":50,"medium":35,"medium-width":47,"medium-height":47,"medium_large":35,"medium_large-width":47,"medium_large-height":47,"large":35,"large-width":47,"large-height":47,"1536x1536":35,"1536x1536-width":47,"1536x1536-height":47,"2048x2048":35,"2048x2048-width":47,"2048x2048-height":47},"https://dashboard.365gradi.com/wp-content/uploads/2024/12/Logo_Fiorese-150x150.png",150,"Consulenza organizzativa, Formazione strategica","Luglio 2024 - Luglio 2026","160 persone","\u003Cp style=\"font-weight: 400;\">Fiorese Group, con sede a Rossano Veneto (TV), è un gruppo attivo da oltre 60 anni, specializzato in diversi settori: carburanti, lubrificanti, servizi ambientali e fornitura di energia.\u003C/p>\n\u003Cp style=\"font-weight: 400;\">L’azienda si distingue per l’attenzione al cliente e per l’innovazione continua di servizi e prodotti, con l’obiettivo di rispondere alle esigenze del mercato e contribuire a un futuro più sostenibile.\u003C/p>\n","\u003Cp style=\"font-weight: 400;\">  Da alcuni anni Fiorese Group ha avviato un percorso di strutturazione organizzativa finalizzato alla valorizzazione del capitale umano e alla costruzione di un ambiente di lavoro equo e inclusivo.\u003C/p>\n\u003Cp style=\"font-weight: 400;\">In questo percorso, la sfida era formalizzare e rendere sistematiche le prassi aziendali in conformità alla UNI/PdR 125:2022, estendendo il sistema di gestione per la parità di genere a quasi tutte le realtà societarie del Gruppo.\u003C/p>\n","\u003Cp style=\"font-weight: 400;\">365 gradi, con Chiara Albertin nel ruolo di Project Manager, ha affiancato Fiorese Group attraverso un percorso concreto e strutturato, costruito a partire dall’analisi delle prassi esistenti e dai dati relativi ai principali indicatori della UNI/PdR 125:2022.\u003C/p>\n\u003Cp style=\"font-weight: 400;\">\u003Cstrong>Analisi di clima e audit: \u003C/strong>Somministrazione di un questionario anonimo sul clima aziendale e analisi quali-quantitativa dei KPI collegati ai sei ambiti della norma: cultura e strategia, governance, processi HR, opportunità di crescita e inclusione delle donne, equità remunerativa, tutela della genitorialità e conciliazione vita-lavoro.\u003C/p>\n\u003Cp style=\"font-weight: 400;\">\u003Cstrong>Promotori dell’Inclusività: \u003C/strong>Creazione e coinvolgimento di un gruppo di lavoro interno dedicato a sostenere i progetti, raccogliere le istanze delle persone e diffondere la cultura dell’inclusione nelle diverse sedi. Il network ha operato in affiancamento al Comitato Guida, composto da Direzione, HR e staff legale.\u003C/p>\n\u003Cp style=\"font-weight: 400;\">\u003Cstrong>Processo di selezione: \u003C/strong>Revisione del processo di selezione, articolato in otto fasi, con introduzione di job description neutre e annunci inclusivi pubblicati sui principali canali di ricerca, tra cui sito aziendale, LinkedIn e portali specializzati.\u003C/p>\n\u003Cp style=\"font-weight: 400;\">\u003Cstrong>Welfare e conciliazione: \u003C/strong>Formalizzazione di modelli di flessibilità, iniziative a supporto della genitorialità e criteri organizzativi per la pianificazione di riunioni e trasferte, con attenzione alla conciliazione dei tempi di vita e di lavoro.\u003C/p>\n\u003Cp style=\"font-weight: 400;\">\u003Cstrong>Equità retributiva e governance: \u003C/strong>Strutturazione del mansionario aziendale, introduzione di attività periodiche di audit retributivo, predisposizione di un Addendum al Codice Disciplinare sui temi dell’inclusività e sviluppo di un DVR dedicato ai rischi psicosociali.\u003C/p>\n\u003Cp style=\"font-weight: 400;\">\u003Cstrong>Formazione e reinserimento: \u003C/strong>Progettazione di percorsi formativi dedicati a soft skills e leadership, insieme a interventi di tutoraggio e supporto al rientro dopo periodi di assenza prolungata.\u003C/p>\n","\u003Cp style=\"font-weight: 400;\">Il percorso ha trasformato gli obiettivi di Diversity & Inclusion in pratiche organizzative strutturate, accompagnando Fiorese Group verso una gestione più consapevole e misurabile dei temi legati alla parità di genere. Il lavoro è proseguito anche dopo il conseguimento della certificazione, con un approccio orientato al miglioramento continuo.\u003C/p>\n\u003Cp style=\"font-weight: 400;\">\u003Cstrong>Luglio 2025: \u003C/strong>Conseguimento della Certificazione UNI/PdR 125:2022, estesa alle aziende che compongono il Gruppo Fiorese.\u003C/p>\n\u003Cp style=\"font-weight: 400;\">\u003Cstrong>Luglio 2026: \u003C/strong>A un anno dalla certificazione, il lavoro di co-progettazione e il coinvolgimento dei Promotori dell’Inclusività hanno contribuito a un miglioramento dei punteggi di audit nelle diverse realtà societarie del Gruppo.\u003C/p>\n\u003Cp style=\"font-weight: 400;\">\u003Cstrong>Employer branding: \u003C/strong>Rafforzamento del posizionamento del Gruppo come datore di lavoro attento all’inclusione, attraverso processi di selezione più trasparenti e una comunicazione attenta al superamento degli stereotipi.\u003C/p>\n\u003Cp style=\"font-weight: 400;\">\u003Cstrong>Tutela organizzativa: \u003C/strong>Maggiore strutturazione delle azioni di prevenzione dei rischi psicosociali e definizione di regole e strumenti a tutela delle persone rispetto a discriminazioni e molestie.\u003C/p>\n","\u003Cp style=\"font-weight: 400;\">La certificazione non è stata considerata come un punto di arrivo, ma come uno strumento per consolidare un processo organizzativo già avviato e renderlo parte integrante della vita aziendale. 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400;\">\u003Cstrong>Fase 1: “L’architettura del rispetto” (Marzo 2026)\u003C/strong>\u003C/p>\n\u003Cp style=\"font-weight: 400;\">Focalizzata sulla consapevolezza individuale e collettiva e sulla tutela della persona.\u003C/p>\n\u003Cul>\n\u003Cli>\u003Cstrong>Emersione delle micro-aggressioni:\u003C/strong> Riconoscimento di quegli episodi marginali (i cosiddetti “tagli da carta”) che svalutano a lungo termine il ruolo e la competenza.\u003C/li>\n\u003Cli>\u003Cstrong>Metodo “Parole Giuste”:\u003C/strong> Introduzione di una strategia di risposta in 3 step (\u003Cem>Pausa strategica, Riorientamento tecnico, Fermezza lessicale\u003C/em>) per riportare ogni confronto su un piano oggettivo e autorevole.\u003C/li>\n\u003Cli>\u003Cstrong>Architettura delle affinità:\u003C/strong> Un’attività simbolica per mappare lo scambio di competenze e attitudini all’interno del gruppo.\u003C/li>\n\u003C/ul>\n\u003Cp style=\"font-weight: 400;\">\u003Cstrong>Fase 2: “La comunicazione è azione” (Luglio 2026)\u003C/strong>\u003C/p>\n\u003Cp style=\"font-weight: 400;\">Focalizzata sull’azione sistemica per guidare il team oltre la forma, verso l’efficacia operativa.\u003C/p>\n\u003Cul>\n\u003Cli>\u003Cstrong>Superamento dei 3 Filtri della Comunicazione:\u003C/strong> Studio e applicazione di strategie pratiche per superare i filtri \u003Cem>Fisici\u003C/em> (pulizia del linguaggio), \u003Cem>Culturali\u003C/em> (ricerca di unità e appartenenza) e \u003Cem>Psicologici\u003C/em> (empatia profonda senza giudizio).\u003C/li>\n\u003Cli>\u003Cstrong>La Matrice Sicurezza/Responsabilità:\u003C/strong> Analisi delle zone emotive del team secondo gli studi di Amy Edmondson, per traghettare stabilmente il gruppo fuori dalla \u003Cem>Zona dell’Ansia\u003C/em> o del \u003Cem>Comfort\u003C/em> e posizionarlo saldamente nella \u003Cstrong>Zona dell’Apprendimento e dell’Alta Performance\u003C/strong>.\u003C/li>\n\u003Cli>\u003Cstrong>10 Comportamenti per Migliorare:\u003C/strong> Condivisione di azioni quotidiane concrete (es. lodare in pubblico e criticare in privato, portare soluzioni e non problemi, l’ascolto attivo in 4 step).\u003C/li>\n\u003Cli>\u003Cstrong>Pianificazione S.M.A.R.T.:\u003C/strong> Definizione di traguardi Specifici, Misurabili, Attraenti, Realizzabili e Tempificati per allineare le energie del team verso risultati misurabili.\u003C/li>\n\u003C/ul>\n","\u003Cp style=\"font-weight: 400;\">Il progetto ha evidenziato come la qualità delle relazioni rappresenti una vera e propria infrastruttura organizzativa.\u003C/p>\n\u003Cp style=\"font-weight: 400;\">Attraverso il metodo “Parole Giuste”, Planum ha avviato un percorso volto a rendere il linguaggio uno strumento di costruzione, capace di sostenere autorevolezza, collaborazione ed efficacia operativa.\u003C/p>\n\u003Cp style=\"font-weight: 400;\">Gli interventi formativi, infatti, hanno evidenziato che la qualità delle relazioni è una vera e propria infrastruttura organizzativa. 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Con headquarter a Marsango (PD), coniuga competenze metalmeccaniche, zootecniche ed elettroniche, operando in più di 70 Paesi.\u003C/p>\n\u003Cp> \u003C/p>\n\u003Cp style=\"font-weight: 400;\">L’azienda ha intuito il valore strategico della Ricerca e Sviluppo, affermandosi come uno dei produttori più d’avanguardia nel settore degli impianti avicoli. È una realtà che ha fatto dell’intraprendenza familiare il motore di una crescita solida e globale, capace di evolvere da impresa familiare a gruppo internazionale leader di mercato. Con un fatturato di circa 260 milioni di euro, rappresenta un’eccellenza del Made in Italy.\u003C/p>\n","\u003Cp style=\"font-weight: 400;\">La collaborazione tra 365 gradi e Officine Facco, iniziata nel 2015, sta accompagnando l’azienda in un percorso strategico di crescita.\u003C/p>\n\u003Cp> \u003C/p>\n\u003Cp style=\"font-weight: 400;\">La sfida principale è stata supportare la trasformazione dell’organizzazione, garantendo l’inserimento di talenti, figure di middle management, lavorando con le persone, valorizzandone le competenze con una profonda condivisione dei valori aziendali.\u003C/p>\n","\u003Cp style=\"font-weight: 400;\">Nel corso di dieci anni di partnership, la collaborazione si è evoluta in parallelo alla crescita dell’azienda. 365 gradi ha operato adottando un approccio \u003Cem>tailor-made\u003C/em>, fondato sull’ascolto attivo e su una conoscenza approfondita dei processi interni e delle dinamiche organizzative.\u003C/p>\n\u003Cp style=\"font-weight: 400;\">\u003Cstrong> \u003C/strong>\u003C/p>\n\u003Cp style=\"font-weight: 400;\">A rendere solida e duratura la collaborazione è stata la disponibilità di Officine Facco ad aprirsi al confronto e a costruire un rapporto di fiducia con il partner consulenziale. Sotto la guida della consulente Francesca Pezzotti, il team di recruiter ha sviluppato una sensibilità mirata a cogliere l’anima dell’azienda, le competenze tecniche e le \u003Cem>soft skill\u003C/em> necessarie a sostenere l’organizzazione nel suo percorso di crescita, ancor prima dell’avvio dei singoli progetti.\u003C/p>\n",[434,454,477,498],{"ID":435,"id":435,"title":436,"filename":437,"filesize":438,"url":439,"link":440,"alt":16,"author":161,"description":16,"caption":16,"name":441,"status":39,"uploaded_to":390,"date":442,"modified":442,"menu_order":42,"mime_type":43,"type":44,"subtype":45,"icon":46,"width":443,"height":444,"sizes":445},246,"Facco_HQ","Facco_HQ.png",3419150,"https://dashboard.365gradi.com/wp-content/uploads/2026/03/Facco_HQ.png","https://dashboard.365gradi.com/projects/selezione-del-personale-per-officine-facco/attachment/facco_hq/","facco_hq","2026-03-18 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15:39:19","2026-03-18 15:41:46",1082,720,{"thumbnail":511,"thumbnail-width":50,"thumbnail-height":50,"medium":512,"medium-width":169,"medium-height":468,"medium_large":513,"medium_large-width":171,"medium_large-height":514,"large":515,"large-width":173,"large-height":493,"1536x1536":503,"1536x1536-width":508,"1536x1536-height":509,"2048x2048":503,"2048x2048-width":508,"2048x2048-height":509},"https://dashboard.365gradi.com/wp-content/uploads/2026/03/Facco_ingresso-150x150.jpeg","https://dashboard.365gradi.com/wp-content/uploads/2026/03/Facco_ingresso-300x200.jpeg","https://dashboard.365gradi.com/wp-content/uploads/2026/03/Facco_ingresso-768x511.jpeg",511,"https://dashboard.365gradi.com/wp-content/uploads/2026/03/Facco_ingresso-1024x681.jpeg","\u003Cp style=\"font-weight: 400;\">Questo approccio ha consentito di gestire con efficacia processi di selezione nazionali e internazionali complessi, sbloccando anche posizioni particolarmente critiche attraverso un confronto costante, feedback trasparenti e una comunicazione sempre orientata alla chiarezza e alla condivisione.\u003C/p>\n\u003Cp> \u003C/p>\n\u003Cp style=\"font-weight: 400;\">Le attività del processo di selezione si sono focalizzate in particolare su:\u003C/p>\n\u003Cul>\n\u003Cli>\u003Cstrong>Analisi del contesto: \u003C/strong>Comprensione puntuale delle esigenze tecniche e valoriali di una realtà in forte evoluzione organizzativa e dimensionale.\u003C/li>\n\u003C/ul>\n\u003Cul>\n\u003Cli>\u003Cstrong>Recruiting etico e trasparente :\u003C/strong>Accompagnamento dei candidati lungo un percorso di selezione chiaro e strutturato, in grado di allineare le aspettative professionali alle esigenze di un business globale.\u003C/li>\n\u003C/ul>\n\u003Cul>\n\u003Cli>\u003Cstrong>Revisione strategica continua: \u003C/strong>Incontri periodici di allineamento per la revisione dei progetti di selezione, degli obiettivi di inserimento e della collaborazione anno su anno, in funzione delle nuove priorità di business.\u003C/li>\n\u003C/ul>\n","\u003Cp style=\"font-weight: 400;\">L’evoluzione di Officine Facco dimostra come le Risorse Umane non siano un semplice costo, ma l’investimento strategico fondamentale per perseguire obiettivi a lungo termine. La partnership con 365 gradi ha permesso di trasformare il ruolo del recruiter: da mero esecutore a \u003Cstrong>osservatore attivo\u003C/strong> capace di intercettare le giuste competenze per un contesto in continuo mutamento.\u003C/p>\n\u003Cp> \u003C/p>\n\u003Cp style=\"font-weight: 400;\">Oggi, Officine Facco e 365 gradi guardano al futuro con una visione condivisa, consapevoli che il successo di un gruppo internazionale risiede nella capacità di armonizzare la visione con la struttura manageriale. 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L’azienda coordina diverse aree operative – accoglienza, pulizie, manutenzione, sicurezza, servizi commerciali – con l’obiettivo di coniugare efficienza gestionale, sostenibilità e attenzione per il cliente, specie in un ambiente caratterizzato da forti flussi stagionali e da un’utenza internazionale.\u003C/p>\n","\u003Cp class=\"p1\">Nel corso della stagione 2025, Venezia Spiagge ha richiesto a 365 gradi un intervento di osservazione e analisi organizzativa, finalizzato a ottenere una fotografia oggettiva delle dinamiche operative, relazionali e professionali attive nelle diverse strutture del litorale.\u003C/p>\n\u003Cp> \u003C/p>\n\u003Cp>L’obiettivo del progetto è stato osservare le differenti attività che si svolgevano nel litorale e interfacciarci con i vari referenti al fine di evidenziare in modo puntuale le eccellenze, le aree di miglioramento e i nodi strutturali che intervengono  sull’efficienza del servizio, la qualità dell’esperienza del cliente e il benessere delle persone.\u003C/p>\n","\u003Cp style=\"font-weight: 400;\">L’intervento si è articolato in più fasi che si sono svolte tra marzo e settembre 2025, combinando osservazione sul campo, ascolto attivo, analisi dei processi e momenti di confronto con la Direzione e con il personale operativo, attraverso l’utilizzo di differenti metodologie:\u003C/p>\n\u003Cp> \u003C/p>\n\u003Cul>\n\u003Cli>osservazione diretta,\u003C/li>\n\u003Cli>analisi KPI e processi,\u003C/li>\n\u003Cli>incontri operativi,\u003C/li>\n\u003Cli>riunioni di allineamento,\u003C/li>\n\u003Cli>colloqui informali.\u003C/li>\n\u003C/ul>\n\u003Cp> \u003C/p>\n\u003Cp style=\"font-weight: 400;\">Inizialmente è stata effettuata una mappatura sistematica delle attività quotidiane con l’obiettivo di comprendere il funzionamento reale dei flussi di lavoro, il coordinamento tra reparti, lo stato dei servizi e le criticità percepite dall’utenza.\u003C/p>\n\u003Cp> \u003C/p>\n\u003Cp style=\"font-weight: 400;\">Ogni fase del lavoro è stata guidata da un principio cardine: restituire al litorale veneziano un servizio coerente con la sua unicità e con l’eccellenza che ne contraddistingue storia e tradizione.\u003C/p>\n",[616,632,648,660,675],{"ID":617,"id":617,"title":618,"filename":619,"filesize":620,"url":621,"link":622,"alt":16,"author":161,"description":16,"caption":16,"name":623,"status":39,"uploaded_to":582,"date":624,"modified":625,"menu_order":42,"mime_type":192,"type":44,"subtype":193,"icon":46,"width":443,"height":463,"sizes":626},231,"IMG_3949","IMG_3949-scaled.jpg",714222,"https://dashboard.365gradi.com/wp-content/uploads/2025/11/IMG_3949-scaled.jpg","https://dashboard.365gradi.com/projects/analisi-organizzativa-in-venezia-spiagge/attachment/img_3949/","img_3949","2025-11-20 11:33:01","2025-11-20 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11:32:53",{"thumbnail":680,"thumbnail-width":94,"thumbnail-height":94,"medium":680,"medium-width":94,"medium-height":94,"medium_large":680,"medium_large-width":94,"medium_large-height":94,"large":680,"large-width":94,"large-height":94,"1536x1536":680,"1536x1536-width":94,"1536x1536-height":94,"2048x2048":680,"2048x2048-width":94,"2048x2048-height":94},"\u003Cp style=\"font-weight: 400;\">Il coinvolgimento diretto dello staff ha favorito un clima di collaborazione e una maggiore consapevolezza del proprio ruolo nel sistema complessivo.\u003C/p>\n\u003Cp style=\"font-weight: 400;\">Le attività sul campo hanno consentito di monitorare da vicino la qualità dell’accoglienza, la gestione delle code, la cortesia del personale, la cura degli spazi, la gestione delle aree commerciali e la reattività nei momenti di massimo afflusso.\u003C/p>\n\u003Cp> \u003C/p>\n\u003Cp style=\"font-weight: 400;\">Particolare attenzione è stata posta al clima aziendale e alla qualità della collaborazione tra 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Sono state osservate le modalità di comunicazione, la distribuzione dei carichi operativi, la gestione delle priorità, la coesione e la motivazione del personale.\u003C/p>\n\u003Cp> \u003C/p>\n\u003Cp style=\"font-weight: 400;\">L’attività di osservazione, confronto e presenza costante sul territorio ha permesso di:\u003C/p>\n\u003Cul>\n\u003Cli>individuare ambiti di miglioramento della customer experience,\u003C/li>\n\u003Cli>rafforzare la cultura dell’accoglienza,\u003C/li>\n\u003Cli>valorizzare il ruolo del personale come primo ambasciatore dell’identità del litorale,\u003C/li>\n\u003Cli>delineare azioni per elevare gli standard complessivi di servizio e collaborazione interna.\u003C/li>\n\u003C/ul>\n","\u003Cp style=\"font-weight: 400;\">Il percorso di analisi ha messo in luce un’organizzazione ricca di energie, professionalità e competenze che, se adeguatamente valorizzate, possono contribuire a un’evoluzione significativa della qualità dei servizi offerti lungo il litorale veneziano. L’attenzione dimostrata dalla Direzione verso l’ascolto, il miglioramento continuo e la centralità delle persone costituisce una base solida per intraprendere un processo di sviluppo strutturato e lungimirante.\u003C/p>\n\u003Cp> \u003C/p>\n\u003Cp style=\"font-weight: 400;\">La stagione 2026 si configura così come un’opportunità strategica per tradurre queste potenzialità in risultati tangibili, attraverso azioni mirate su competenze, processi e cultura organizzativa. 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Operando in un mercato in continua evoluzione, l’azienda ha intrapreso un nuovo Piano Industriale ambizioso, che pone la gestione strategica delle Risorse Umanecome elemento chiave per la crescita e il raggiungimento degli obiettivi futuri.\u003C/p>\n","\u003Cp style=\"font-weight: 400;\">A seguito della presentazione del nuovo Piano Industriale, l’obiettivo primario era \u003Cstrong>strutturare e organizzare il dipartimento Risorse Umane\u003C/strong>, trasformandolo da funzione amministrativa a partner strategico del business e del management.\u003C/p>\n\u003Cp> \u003C/p>\n\u003Cp style=\"font-weight: 400;\">Nello specifico, il progetto ha avuto due obiettivi prioritari:\u003C/p>\n\u003Col>\n\u003Cli style=\"font-weight: 400;\">\u003Cstrong>1. Avere una visione organizzativa per competenze;\u003C/strong>\u003C/li>\n\u003Cli style=\"font-weight: 400;\">\u003Cstrong>2. 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365, ha analizzato gli strumenti e i regolamenti interni esistenti, identificando le prassi consolidate e le aree di potenziale inefficienza o non conformità.\u003C/li>\n\u003Cli style=\"font-weight: 400;\">\u003Cstrong>Miglioramento e Integrazione (TO BE)\u003C/strong>: Questa fase si è concentrata sulla definizione di quali strumenti migliorare e come integrarli per supportare gli obiettivi strategici aziendali, ponendo le basi per un HR più proattivo.\u003C/li>\n\u003C/ul>\n",[783,798,813,828],{"ID":784,"id":784,"title":785,"filename":786,"filesize":787,"url":788,"link":789,"alt":16,"author":161,"description":16,"caption":16,"name":790,"status":39,"uploaded_to":753,"date":791,"modified":791,"menu_order":42,"mime_type":192,"type":44,"subtype":193,"icon":46,"width":443,"height":463,"sizes":792},222,"IMG_8622","IMG_8622-scaled.jpeg",582178,"https://dashboard.365gradi.com/wp-content/uploads/2025/10/IMG_8622-scaled.jpeg","https://dashboard.365gradi.com/projects/organizzazione-ufficio-hr-e-analisi-competenze/attachment/img_8622/","img_8622","2025-10-22 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Competenze:\u003C/strong> analisi, organizzazione e sviluppo di una matrice di competenze per funzione e per l’intera organizzazione.\u003C/li>\n\u003Cli style=\"font-weight: 400;\">\u003Cstrong>Analisi Fabbisogno Formativo:\u003C/strong> strutturazione di uno strumento di analisi del fabbisogno formativo coerente con il processo di sviluppo delle competenze.\u003C/li>\n\u003C/ul>\n\u003Cp> \u003C/p>\n\u003Cp style=\"font-weight: 400;\">I partecipanti hanno avuto accesso a materiale didattico on e off line predisposto dalla consulente 365, utilizzando un approccio di learning by doing fondamentale per l’acquisizione delle nuove competenze tecniche e strategiche.\u003C/p>\n","\u003Cp style=\"font-weight: 400;\">Il percorso di consulenza ha permesso a Tecnolaser Srl di compiere un salto di qualità nella gestione delle sue risorse umane. 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365 gradi oggi. 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09:40:11","2025-04-02 09:46:31",{"thumbnail":1203,"thumbnail-width":50,"thumbnail-height":50,"medium":1204,"medium-width":169,"medium-height":47,"medium_large":1205,"medium_large-width":171,"medium_large-height":200,"large":1206,"large-width":173,"large-height":171,"1536x1536":1207,"1536x1536-width":175,"1536x1536-height":203,"2048x2048":1197,"2048x2048-width":194,"2048x2048-height":195},"https://dashboard.365gradi.com/wp-content/uploads/2025/04/Foto05-150x150.jpeg","https://dashboard.365gradi.com/wp-content/uploads/2025/04/Foto05-300x225.jpeg","https://dashboard.365gradi.com/wp-content/uploads/2025/04/Foto05-768x576.jpeg","https://dashboard.365gradi.com/wp-content/uploads/2025/04/Foto05-1024x768.jpeg","https://dashboard.365gradi.com/wp-content/uploads/2025/04/Foto05-1536x1152.jpeg","\u003Cp style=\"font-weight: 400;\">\u003Cstrong>I manager\u003C/strong>\u003C/p>\n\u003Cp style=\"font-weight: 400;\">Il percorso, strutturato in 6 mesi, si è sviluppato con momenti di apprendimento, confronto, consapevolezza e allenamento toccando le competenze relative all’essere leader e apprendendo come stili differenti di leadership possano aiutare ad affrontare situazioni e persone con esigenze diverse fra loro. Le attività hanno visto i manager mettersi in discussione con test ed esercizi sul “to be”, confrontandosi attraverso dinamiche di team coaching, role play e small technique per mettersi in gioco rispetto all’obiettivo.\u003C/p>\n\u003Cp style=\"font-weight: 400;\">\u003Cstrong>Gli impiegati\u003C/strong>\u003C/p>\n\u003Cp style=\"font-weight: 400;\">Il percorso ha visto lavorare insieme persone di funzioni diverse, per accrescere consapevolezza della persona nell’organizzazione e di come la somma di esse possa costruire un team. Abilità come la comunicazione efficace, il problem solving creativo e il mindset sono state la base di attività di apprendimento, role paly e giochi esperienziali che hanno portato le persone a misurarsi con gli altri trovando il loro spazio nel gruppo.\u003C/p>\n\u003Cp> \u003C/p>\n","\u003Cp style=\"font-weight: 400;\">Il progetto ancora in corso porterà ad un secondo livello di sviluppo le risorse coinvolte, è infatti previsto negli incontri del 2025 l’unione dei due percorsi, accompagnando l’integrazione delle competenze acquisite dai team verso i manager e viceversa. L’ambiente formativo permetterà alle risorse di provare quanto appresso sperimentando l’essere parte di un team nell’organizzazione, in un ambiente dinamico e giocoso.\u003C/p>\n\u003Cp style=\"font-weight: 400;\">Al termine delle attività di gruppo un ulteriore passo in avanti aggregando i manager alla nuova direzione, porterà allo sviluppo di un ulteriore consapevolezza del sé nell’organizzazione, armonizzando i rapporti tra manager e direzione, rispetto agli obiettivi strategici e di business che Martellato vuole percorrere e raggiungere nel prossimo futuro.\u003C/p>\n\u003Cp style=\"font-weight: 400;\">Vedere come un’azienda storica evolve, cambia e guarda al futuro non è semplice quando si è pienamente coinvolti nelle attività ordinarie. Potersi prendere dei momenti in cui fermarsi e consapevolizzare il proprio essere, il ruolo con le sue responsabilità e poter visualizzare come il singolo e il gruppo possano guidare l’azienda nel futuro non dev’essere un lusso per pochi ma un’opportunità per tutti.\u003C/p>\n","\u003C!-- This site is optimized with the Yoast SEO plugin v27.7 - https://yoast.com/product/yoast-seo-wordpress/ -->\n\u003Ctitle>Formazione manageriale in Martellato - Dashboard 365 gradi\u003C/title>\n\u003Cmeta name=\"description\" content=\"Martellato investe nella formazione: leadership, teamwork e crescita organizzativa per affrontare il cambiamento aziendale con successo\" />\n\u003Cmeta name=\"robots\" content=\"noindex, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" />\n\u003Cmeta property=\"og:locale\" content=\"it_IT\" />\n\u003Cmeta property=\"og:type\" content=\"article\" />\n\u003Cmeta property=\"og:title\" content=\"Formazione manageriale in Martellato - Dashboard 365 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in Fiorese Group",{"_acf_changed":18},[20,21],[1289,12,24,25,26,27,28],"post-66",{"main_image":1291,"sector":1115,"date":1293,"team":53,"blocks_company":1294,"blocks_goal":1295,"blocks_activities_pre":1296,"gallery":1297,"blocks_activities_post":1398,"blocks_consclusions":1399,"related":16},{"ID":31,"id":31,"title":32,"filename":33,"filesize":34,"url":35,"link":36,"alt":16,"author":37,"description":16,"caption":16,"name":38,"status":39,"uploaded_to":40,"date":41,"modified":41,"menu_order":42,"mime_type":43,"type":44,"subtype":45,"icon":46,"width":47,"height":47,"sizes":1292},{"thumbnail":49,"thumbnail-width":50,"thumbnail-height":50,"medium":35,"medium-width":47,"medium-height":47,"medium_large":35,"medium_large-width":47,"medium_large-height":47,"large":35,"large-width":47,"large-height":47,"1536x1536":35,"1536x1536-width":47,"1536x1536-height":47,"2048x2048":35,"2048x2048-width":47,"2048x2048-height":47},"Ottobre 2024","\u003Cp>Fiorese Group, con sede a Rossano Veneto (TV), è un gruppo attivo da oltre 60 anni, specializzato in vari settori: carburanti, lubrificanti, servizi ambientali e fornitura di energia.\u003Cbr />\nL’azienda si distingue per il suo approccio orientato al cliente e per l’innovazione continua dei propri servizi e prodotti, con l’obiettivo di adattarsi alle esigenze del mercato e contribuire a un futuro più sostenibile.\u003C/p>\n","\u003Cp>Il progetto formativo “Dalla comunicazione all’inclusività” è stato realizzato per sensibilizzare e formare tutti i dipendenti del Gruppo Fiorese sull’importanza dell’accettazione della diversità, della parità di genere e della costruzione di una comunicazione aziendale inclusiva. Attraverso attività pratiche e riflessioni guidate, i partecipanti hanno lavorato sullo sviluppo di competenze per riconoscere e superare stereotipi e pregiudizi. L’obiettivo finale è stato quello di favorire una cultura aziendale basata sul rispetto, sull’equità e sulla collaborazione, contribuendo così al benessere organizzativo e al successo collettivo.\u003C/p>\n","\u003Cp>A ottobre 2024, in collaborazione con la Direzione e con l’Ufficio HR, si è progettato un intervento formativo che ha messo in aula tutti i dipendenti delle varie divisioni e dei vari reparti, creando gruppi omogenei per ruoli, livelli e provenienza di settore.\u003C/p>\n\u003Cp>In 5 differenti martedì, in un ambiente etico e informale come Villa Abrizzi Marini a San Zenone degli Ezzelini (TV), abbiamo organizzato delle aule formative coinvolgendo trasversalmente tutto il personale per parlare di temi “caldi” dalla comunicazione 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10:50:00","2024-12-05 14:49:33",{"thumbnail":1621,"thumbnail-width":50,"thumbnail-height":50,"medium":1622,"medium-width":169,"medium-height":47,"medium_large":1623,"medium_large-width":171,"medium_large-height":200,"large":1624,"large-width":173,"large-height":171,"1536x1536":1625,"1536x1536-width":175,"1536x1536-height":203,"2048x2048":1615,"2048x2048-width":194,"2048x2048-height":195},"https://dashboard.365gradi.com/wp-content/uploads/2024/12/Foto09_TB365gradi-150x150.jpeg","https://dashboard.365gradi.com/wp-content/uploads/2024/12/Foto09_TB365gradi-300x225.jpeg","https://dashboard.365gradi.com/wp-content/uploads/2024/12/Foto09_TB365gradi-768x576.jpeg","https://dashboard.365gradi.com/wp-content/uploads/2024/12/Foto09_TB365gradi-1024x768.jpeg","https://dashboard.365gradi.com/wp-content/uploads/2024/12/Foto09_TB365gradi-1536x1152.jpeg","\u003Cp>\u003Cspan style=\"font-weight: 400;\">La prima parte della formazione ha avuto come focus la dimensione di gruppo: le persone si sono messe 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