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Magazine article (E&M - 2020/3) Gravaglia Emma

Age Management A Necessary Choice

The debate on managing the aging of the population has focused on the promotion of work in old age and the lengthening of careers. The result has been active labor policies aimed at the segment of workers close to retirement, to support their employability. Age management is defined as the sum of "measures that combat age barriers and/or promote age diversity and are oriented towards favoring maintenance ...

Magazine article (E&M - 2021/2) Pedronetto Paolo

The Benefits of Algorithms in Business Organization

Organizations must increasingly invest in tools and projects that allow for constructing algorithms necessary for the effective management of HR processes. Data is available through a great variety of sources: if combined and analyzed, it can create a rich and more detailed understanding of what employees want and how they can act to improve their performance. The human resources department is an ...

Magazine article (E&M - 2021/2) Manzoni Beatrice, Caporarello Leonardo

Training in Companies is Increasingly Attractive

A survey conducted by SDA Bocconi sheds light on the commitment and efforts made by companies to support learning, from the perspective of employees .

Magazine article (E&M - 2020/3) Perretti Fabrizio

Behind "Resilience" and "Mindfulness"

The concepts of "resilience" and "mindfulness," that are strictly correlated, deal with the management of emotions, stress scenarios, and the past. Yet they are often presented in a distorted manner, de facto legitimizing the source of the very problems they are called on to resolve.

Magazine article (E&M - 2021/1) Paolino Emilia

When Negative Emotions are Good for the Team

In work contexts, leaders are a source of emotional experience since they occupy a position that plays a leading role in the development of cognitive, emotional, and behavioral processes. For a team to develop a strong orientation towards learning, it is thus essential for there to be a leader able to effectively manage emotional strategies. While for some, negative emotions represent obstacles and ...

Magazine article (E&M - 2021/4) Basaglia Stefano

Conflict Management Is The Great Challenge

On an organizational level, some interpersonal conflicts can be managed by working on how identity is expressed and interpreted; for conflicts that regard encounters/clashes between the identity of single workers and that of organizations, a collective identity and culture can be made more elastic in order to include more diversity. In the case of intractable conflicts, the only solution is the exclusion ...

Magazine article (E&M - 2021/4) Cuomo Simona, Simonella Zenia

Managing Disability Beyond the Stigma

In Italy, the degree of adoption of policies and practices on the subject of disability is still low. The few cases of success are determined more by personal factors (individual motivations) and contingent factors (a good boss, sensitive colleagues), than by the systematic efforts of HR and organizations. This shows that businesses are neither equipped in terms of knowledge and skills to manage the ...

Magazine article (E&M - 2021/4) Simonella Zenia

Where Resistance Lurks

Some investigations show that only 20.7 percent of Italian businesses have adopted at least one non-legally mandatory measure with the aim of managing and promoting diversity among workers. This is a sign that the issue of "diversity and inclusion" still has difficulty entering the agendas of personnel directors and managing directors.#Faced with the possibility that a stigmatized group can threaten ...

Magazine article (E&M - 2022/04) Bauer Beatrice, Di Silvestro Alfredo

Business Leadership and the Rise in Levels of Conflict

Even before the outbreak of the pandemic, a need was evident in organizations to structure the relations between management and their collaborators differently, abandoning the old top-down, control-centered management of relationships. To manage the rise of internal conflict and improve organizational and productive processes, businesses are increasingly turning to alternative dispute resolution mechanisms ...

Magazine article (E&M - 2022/2) Bagnato Gabriella

High-Impact Leadership: The (Hidden) Power of the Relationship

The difficultly some leaders have in making the most of the human factor can be traced to the way they interpret the relationship with their associates. Positive leadership – understood as the process through which a leader achieves results and generates value with people – is able to promote engagement in individuals and psychological security in teams. A positive leader guides people investing ...