Tirreno Power, a leading company in the energy sector, found itself facing a critical moment both on an industrial and financial level. Fabrizio Allegra, in charge of managing the difficult moment of transition to a new business model, at the beginning of 2019 realized that what he needed, and what was not available among the internal resources of the company at the time, was a strategy to obtain a continuous, truthful and rapid monitoring of the company climate. Having a clear vision of soft issues was an unavoidable necessity.
The particular attention and consequent investment in this direction were necessary due to the peculiarities of the labor market in the energy sector. The demand for qualified personnel significantly exceeds the supply. Therefore, improving the attractiveness of companies for these highly specialized and widely requested figures is a necessity that is equal to the technical ones when it comes to importance. In a context such as this, turnover represented a profound criticality, and the best strategy to defend oneself was to create an engaging, rewarding company climate, in a word: sustainable on a psychosocial level.
The challenge won by Tirreno Power was to preserve and communicate the corporate identity at a time of radical change. The only way to achieve this goal, which was essential for the success of the conversion project, was to act concretely as a team, taking into due consideration the needs of all the people involved, and without whom the transition would not have been possible.
Beaconforce was chosen for its ability to quickly and effectively integrate into business flows and offer real- time feedback on what was happening at all levels of the organization. This clear and detailed mapping of the corporate climate was used by the leadership to tailor the tactics to the company’s strategies.
A critical element, perhaps above all others, was to keep motivation high at a time when 40% of the staff were leaving the company. And - Allegra affirms with satisfaction - “thanks to Beaconforce the result has been achieved”. In particular, the tool allowed the organization to make a sort of early diagnosis, allowing Tirreno Power to identify in real time the departments that were experiencing an uneasy situation. It was therefore possible to deploy targeted resources that dealt with critical issues in a specific way. This approach has allowed us to save time, increasing the effectiveness of the interventions, and resources, allocating them only to the departments that needed them.
“Beaconforce was a fundamental tool because through the data extracted from the platform it was possible to define which areas were to be strengthened, on which dimensions to work, define specific paths or training but also coaching”
The most obvious concrete example concerns a specific operating unit which, in the maintenance of the plants, was subjected to considerably greater stress than the others. Before Beaconforce it was not possible to identify this problem which is now solved today with a significant benefit for company productivity and an even greater benefit for the psychosocial safety of the personnel involved.
A further added value, says Tirreno Power, was the opportunity to direct their internal resources in a more rational and targeted way to the real needs of individual work groups. The successful implementation of Beaconforce significantly impacted internal training programs, which continue to represent an important balance sheet item and a crucial asset in making the company an attractive workplace for professionals looking for career opportunities.
There was also a positive impact on internal communication, in particular that between management and the members of their teams. Beaconforce served to translate the different organizational scenarios and the analysis conducted in different departments into a common language. Intercommunication has made decision-making processes more agile and effective, facilitating communication at all levels. This led to a consolidation of the main internal work groups within the organization, on which it was also possible to intervene with specific coaching programs to strengthen the processes in the more strategic departments.
