HP Italy CEO Giampiero Savorelli talks about the new challenges for management and worker preferences
“I believe that hybrid work can combine the best of remote and face-to-face work, creating increasingly competitive companies and responding to the new needs of employees, without making distinctions between those who work from home and those who work in the company, respecting the ‘equity and corporate culture “. This was declared by the CEO of HP Italy Giampiero Savorelli, reflecting on how smart working has changed the habits of workers becoming in all respects a new way of working that will go far beyond the pandemic. “A concrete example is linked to my personal experience”, explains Savorelli. “The first year of the pandemic, experienced while I was in an international sales role, involved the remote management of a large team distributed in various countries. My appointment as Managing Director, which took place at the end of 2020, also required the management of a ‘entire organization remotely, with the complexities and challenges that derive from it, such as the – fundamental – to focus on the’ well-being ‘and empathy needed towards employees and to tackle this phase with a learning agility approach. aspects are central and part of the transformation we are going through, which will require ‘smart leadership’, that is the ability to motivate, make quick decisions, knowing how to listen and understand whoever sits on the other side of the screen “.
Regardless of the challenges related to the pandemic, in September 2021, 4.07 million Italians worked from a different place than their usual office and, in the post-pandemic, they could increase to 4.38 million, according to the Smart Working Observatory of the Politecnico di Milano. This new way of working is destined to last over time: IDC Worldwide reports that investments in technologies related to the “future of work” reached 656 billion dollars in 20212 and believes that in 2023 70% of companies will adopt the hybrid model, expecting that by 2024, spending worldwide will reach around 1 trillion dollars. In our country, where 50% of employees prefer a hybrid work model, up to now digital platforms have been activated for holding remote meetings, both in the public sector (71.5%) and in the private sector (64, 4%).
“To make hybrid work effective and productive, it is not enough to equip oneself with new technological solutions, but it is also necessary to act on aspects linked to the inclusiveness and ‘well-being’ of employees”, continues Savorelli. “It is an important management challenge, which creates problems and opportunities. For example, more than half (57%) of Italian employees report feeling disconnected from their organization and colleagues, explicitly due to remote and hybrid work5. Without forgetting the negative aspect represented by the consequent increase in the costs of domestic users. But there are also the positive aspects of agile work mainly related to the flexibility of organizing work and managing family commitments. All this shows that remaining competitive and building a resilient workforce in the modern market requires a commitment in terms of openness and inclusiveness, something that must be reflected in all the hybrid work tools of an organization, in the processes and in the solutions. It is the only way to ensure that every employee feels listened to and connected and that they have all the tools to succeed effectively “.