The period covered by the final report (24 month) encompasses 3 Work Packages (WP). The whole research was carried out in UMBRAGROUP's headquarters (Figure 2).
WP1 - Mapping of UMBRAGROUP S.p.A.
Three main axes have been investigated in WP1: Analysis of HRM practices and policies used in the seven years prior to the start of the project; research on the climate and organizational culture existing at the beginning of the project; extraction of the main organizational behaviors specific to individuals, teams, and the organization, existing and/or to be developed. Some interviews were conducted with key players in the organization (sector managers, HR department, operators). An analysis of the company's history also allowed the nature of the culture and organizational climate to emerge. The mapping of UMBRAGROUP's organizational situation via a systemic approach allowed to identify past HR practices (e.g. information sharing, rewarding, learning) and organizational behaviors (e.g. innovation, proactivity, existing and needed skills) useful to industry 4.0. An internal report linked to the results was presented to HR department and CEOs. The results fit to UMBRAGROUP FIRST values’: Focus on customer, Innovation, Respect, Social responsibility, and Teamwork.
WP2 - Analysis of 4.0 HRM model principal variables
WP2 examined a context of change and innovation towards Industry 4.0; through the analysis of 3-times data collection to identify the most significant organizational behaviors in terms of brakes, levers, and generators; the evolution of the organization (structure, norms and rules, organizational culture and climate, values, etc.); and effects on work design, quality of work life and performance. Three main areas were studied (Figure 3): the organization (perception of the organization and work, type of leadership and relationship system), the team (team’s perception, behavior and relationship system) and the individual (skills, proactive behaviors, technological appropriation and quality of life). The results showed that the HR management and development practices for change and innovation developed through ORBETEC have made it possible to increase and maintain the factors of quality of life and performance qt individual, team and organizational levels; without degrading the perception of the organization. Three reports were presented to the organization. Some results were also presented on the project website via videos and short posts. One article was published on workplace learning. The results were also disseminated at several international congresses (e.g. EAWOP, AIPTLF, ICP).
WP3 - Development, integration, and analysis of the HRM model
WP3 examined employee profiles of Industry 4.0 and defined a systemic UMBRAGROUP’ strategic actions plan. The development of the HR model should have been tested through a pilot phase on selected teams (the most representative) in WP3, but the economic and health crisis did not allow of the pretesting of the HR management model. That’s why, we used the results of WP2 and focused on organizational learning developing the acquisition of leadership practices (e.g. strategic, enabling, ethical), the climate of voice, as well as knowledge, competencies, skills, and opportunities related to proactivity and innovation. The practices and policies developed were aimed at promoting an organic managerial approach, with little organizational formalization, horizontal management, information and knowledge sharing, and a high degree of employee professionalization. Digitization helped employees to develop higher levels of knowledge, skills, and abilities, and thus to create innovation rather than improve routine. The model is improving thanks to the close collaboration between UMBRAGROUP, the University of Florence and the University of Bordeaux (Figure 4). We presented our model at Brussels during a workshop the July 4th, at a session we organized at ESOF 2020 on September 5th, 2020, in Trieste (Figure 5), and at Cap Science Bordeaux, on November 27th, 2020, for the European Research Nights. Even though the pandemic aborted several dissemination activities, we were able to share our progress via social networks, Unifi Magazine, and Confindustria Umbria website.
