Objectives. With a “radical change in the way salaried work is conceived and thought,” Siemens mostly wanted to create an appealing environment for young generations that enter the labor world. For them, “work-life balance isn’t dream, as it was for my generation that has been working for 20 years, but a prerequisite,” Liliana Gorla. This version of smart working, “more common in consultancy or computing firms, but rare in an industrial company like ours, so it’s a major competitive advantage for us,” she says. The parent company defined guidelines for the system and then each country adjusted them to its own specificities. In Italy, a 3-month pilot project started in January 2011, tested in HR offices, which we “used to develop actions and resources.”
Siemens Italia completely transforms its offices with a groundbreaking flexible working time system
“New Siemens Office” was launched in Italy in 2011. In 212, it won the Buone Pratiche HR award, handed out by the Italian Association for Personnel Management (AIDP). Now covering 1,700 employees in offices in Milan, genoa, Padua, Turin, Bologna, Florence and Rome, the new system relies on mobile and flexible objective-based work, with a new way to organize the workspace. As a result, work-life balance is improved, with definite advantages in terms of employee satisfaction, corporate drawing power and cost cutting. Liliana Gorla, Director of Human Resources at Siemens Italia, tells Planet Labor about this “good HR practice” that is already a reference in the Italian context, where smart working is still quite rare.
Do you have information to share with us?
What you absolutely must read this week
The essential content of the week selected by the editorial team.
Most viewed articles of the month on mind HR
What readers clicked on the most last month.
What readers clicked on the most last month.