SustainabilityThe Recordati group’s employeesTraining and development of human capital

The Group considers the development of human capital as an important professional and personal process that enables employees to understand the key skills required by their role and develop their personal growth though individual training, on-the-job training, coaching, mentoring and one-to-one counselling.

In this respect, the main initiatives promoted by the Group throughout the year have aimed to define and develop the technical, managerial and linguistic skills of managers, as well as offer training programmes to develop specialised and professional skills. 

In 2020, the Recordati group provided approximately 167,000 hours of training to its employees, a significant increase compared to the previous year (+46% on 2019) and equating to approximately 40 hours of training per capita. Specifically, 86% of all training hours was provided to Staff, 11% to Middle Managers and 2% to Senior Managers. Various types of training courses were offered including management skills, technical commercial skills, technical non-commercial skills, languages and health and safety. For all types, training increased compared to the previous year; particularly noteworthy are the over 100,000 hours of training, dedicated mainly to the Field Forces, one of the driving forces of Group performance.

Percentage breakdown of training hours provided to employees by training type
Additional information can be found in the Consolidated Non – Financial Statement

The intense process of growth and internationalisation of the Recordati group made it necessary to develop a system to know, assess and develop the human capital present within the managerial population, starting with the identification of those distinctive skills that have marked the evolution of the Group over the years. For this reason the Recordati group has launched a skills evaluation project which is currently being consolidated in Italy and throughout the Group’s international branches. The initiative aims to identify, evaluate, optimise and promote the key management skills that have characterised the Group’s history and which will contribute to the Group’s success as it confronts new challenges. This is not a simple assessment of performance, which could result in attitudes not in line with the spirit of the project but is a detailed assessment of distinctive and essential skills aimed at promoting the continuous development of the Group and the professional growth of each employee. 

To manage the individual evaluation process, the Recordati group has implemented a cloud-based platform in order to ensure standardised procedures, ease of use and the possibility of carrying out assessments involving numerous assessors (but nonetheless respecting the corporate hierarchy) and personalising forms, fields and messages at a global Group level. The project’s aim is to promote the professional growth of each employee and ensure the continued development of the Group.

Managers assess their collaborators based on skills observed during their 50 working activities. The initial assessment is then reviewed by the manager’s superior or the department manager at corporate level. These behaviours (both positive and negative) relate to 5 distinctive skills identified at the basis of the company culture: 

  •  Leadership & Execution 
  •  Proactive Improvement Attitude 
  •  Business Acumen & Business Results Orientation 
  •  Team Working 
  •  Leading, Managing and Developing People

At the end of the assessment period, an internal committee analyses the results and mitigates any elements of subjectivity (calibration phase). The appraisal process is concluded by a meeting between the assessor and the assessed employee in order to share and discuss the results. 

The Recordati Group has also constructed a Competency Model that links the observed behaviour with a soft skill. Based on these evaluations by managers, the system automatically generates a development programme for each employee to develop any skills that fall below a certain threshold. Afterwards, the system automatically forwards these proposals to the assessor who is then free to make amendments, additions or alternatives to the plan. This is the truly innovative aspect of the system and has been deemed effective by the HR Innovation Practice Observatory of Milan Polytechnic University.

Additional information can be found in the Consolidated Non – Financial Statement