Rosetti Marino – An integrated process of potential assessment and skills development

Situation

 

Rosetti Marino is an integrated group of companies that provides engineering and building services to several industrial sectors, such as: Oil&Gas, Petrochemical, chemical, Energy and Naval. In addition to the parent company, the Group includes: Basis Engineering; Fores Engineering; KCOI. Characterized by strong skills in product engineering and project management and a solid know-how in building thanks to cutting edge industrial equipment, Rosetti Marino Group is today a reliable partner for the E.P.C. delivery of a wide range of offshore, Onshore and Shipbuilding products and projects.

Founded in 1925 in Ravenna, the company experienced many important phases of development that led it, in the last few years, to tackle more and more complex and ambitious challenges at a time of repositioning for the  Group in terms of business and internationalization strengthening. Consequently, the Company had to adjust its dynamics by continuously innovating and improving


 work processes, tools and methods in order to be more flexible and responsive towards these challenges. At the same time, they realized that the greatest competitive advantage for Rosetti Marino is represented by the strong knowledge and skills of its key figures. Moreover, they realized that only through a detailed knowledge of the Key Roles in terms of holding a role and having a potential, everyone could be given the most suitable tools for a development compliant with their characteristics.

Therefore, the project carried out with Giunti O.S.  HDU (Human Deve­lopment Unit) responded to a logic of organizational development and was included in the implementation of Rosetti Marino business strategies. The intervention, arranged together with HDU consultants, has allowed to measure and map skills and potential of strategic figures for company development, as well as to get a thorough description of the skills and transversal competencies it already has in order to enhance them in an effective way through educational and development paths, according to the needs that came out during the analysis phase.

Intervention description

Initially, the project allowed the Key Roles mapping (top Managers), in terms of distinguishing skills and essential requisites. In this phase, HDU consultants used the BFCmap (Big Five Competencies Map), the only competencies map that is scientifically validated on a large Italian regulatory sample and based on a frame work of competencies anchored to a famous personality theory, the Big Five theory.

 

The second phase focused on the assessment of High Managers potential, trying to understand how and which resources included in the mapping had the potential to hold roles of greater responsibility in the future. The assessment, carried out through Individual Asses­sment Center, has involved the managers for half day each.

In the third phase, other resources of High Management and some figures of Middle Management have been identified and involved by the company, because it considered them strategic figures for role responsibility and development potential. Also on this occasion, people have been assessed through the Individual Assessment, with the same structure and purposes.

The Individual Assessment was arranged by HDU consultants and was based on the analysis of key roles competencies models, which showed that for these roles, personality manners and emotional intelligence dimensions have a great importance.

In this regard, they decided to use BFQ-2 and Org­EIQ tests in the opening day of assessment, whose results have been integrated with the assessments of the two other tests provided:

  • an in-basket test;
  • a psychological-motivational personal interview

At the end of the Individual Assessment, consultants have drawn up an individual report illustrating what came out in the classroom, qualitatively and quantitatively, as well as pointing out the strengths and areas for improvement of the individual.

The reports of the two tests have been added to the individual report, returned during a feedback interview, and were used to facilitate a reflection of individuals with regard to the assessment results. The remarks included in the report, in fact, besides being based on what came out during the interview and from the in-basket test, have been anchored to the results from the self-perception measured through BFQ-2 and Org-EIQ tests, scientific and validated tools in Italy.

Thanks to this element that reassured people and facilitated the feedback acceptance, people committed to decline some personal development goals during the interviews and were involved, in the fourth phase of the project, in educational and coaching paths, which allowed to raise awareness with regard to the areas for improvement, and to reduce the gaps pointed out in the process with regard to the Top Management roles.

Personal development goals were not necessarily limited to the work done, but regarded also possible future works, or in a global sense, long term professional growth goals. In this regard, they decided to work, through targeted interventions, for the strengthening of three key dimensions: leadership capacity, personal and situational resources who make a proactive role possible in the management of their career, and the emotional intelligence as a discriminating factor for a good leadership.

In particular, the following interventions have been implemented:

Leadership lessons in difficult times. A hundred years after one of the most extraordinary companies in the world, the course takes advantage of this powerful metaphor to pro­pose, through small techniques activations, the ‘leadership lessons’ that are valid in difficult times using results from the recent international surveys in the companies that excelled in recession times.

Self-Empowerment. The idea of the course is based on the creation of a “virtuous circle” that, starting from the awareness of one’s competencies, strengths and areas for improvement, facilitates the motivation for the development of positive resources and potentials, strengthening the perception of self-efficacy and allowing a proactive approach for professional growth, up to become entrepreneurial in compliance with the company goals and values.

Working with emotional competencies. Emotions have often been neglected in the company issues as if they were negative and detrimental or even in contrast with the business concept. This emotional illiteracy has undervalued how one’s performance is strongly affected by the emotions arising during the working activity and the individuals methods for tackling their emotions and those resulted from other situations and people.

Results

 

The implemented project has allowed the company to get a deep knowledge related to the competencies and skills of the Key Roles and the potential of High and Middle Manage­ment figures who enabled to plan training and development paths in compliance with the assessments arisen during the Assessment phase.

Among the most interesting results, you should note how, thanks to a shared model for the reading and interpretation of competencies like the BFCmap, scientifically validated models and the maximum ease of use and understanding like in BFQ-2 and Org-EIQ tests, they introduced a common language for all HR processes, which facilitated and will facilitate the implementation of compliant and well-proportioned recruiting, assessment and development actions.

The assessment reliance on these tools has allowed to get a high level of commitment in all phases of the project by the involved people, who were able to find and appreciate the effectiveness of an approach based on self and hetero assessments. The assessments reliance on statistically validated tools has helped to reach a high degree of self-awareness and feedback acceptance and has helped people to understand better the areas for development pointed out in the individual report. This has allowed to draw up individual development plans in a climate characterized by a strong collaborati­on and serenity.

The use of the results that came out in the Assessment phase, analyzed both individually and in group, for detecting training needs, enabled to plan totally customized courses in order to maximize effectiveness in terms of contents and teaching methods.

The most important signal of the initiative success has been found in a continuously growing level of
engagement and involvement of participants that first resulted in an approval of the activities and then came true with the activity of single participants in breaking mindsets and limiting behaviors and with their full trust in their trainers-coaches in order to grasp those tools that start a genuine process of individual and organizational change.

The excellent results achieved by the project implemented at Ro­setti Marino have spurred the company to repeat the intervention, adjusting it according to the context through the planning of ad hoc tests, methods used for mapping distinguishing competencies, potential assessment and planning of customized development paths, also in two other companies belonging to the Group: Basis Enginee­ring and Fores Engineering.