Foxwin Interviews: Cristina Nosella
HR Manager at CGN Services.
Today we are interviewing Cristina Nosella, HR Manager at CGN Services
So, what does the responsibility managing people within CGN Services mean to you?
CRISTINA: I interpret my role as a mission, because I am convinced that it is about developing human resources within the business, so there needs to be a certain depth within the role I interpret.
My objective is to contribute in such a way that the people within this organisation can continue to grow their confidence and their self-leadership skills.
I am convinced that these two human abilities are the foundation of workplace happiness and influence the way in which we grow and develop professionally.
I say this because I have experimented myself, as I would like to be able to give the staff in this organisation the tools to achieve this kind of growth. I think that being aware of yourself, your relations and how you manage these relations is the basis of all our achievements.
What are the difficulties you face on a daily basis in your job?
CRISTINA: The difficulty I am often confronted with is that of dealing with the concept of work which leaves little space for personal growth. Soft skills (I prefer to call them ‘human skills’) underlie professional development projects and are often neglected. The difficulty is finding a way for people to understand and want to work on their self-growth, working on being in order to have and to become.
At CGN Services, you have adopted the MOPS model of cultural team organisation: which characteristics does this have? How is it managed? What is the line of TEAL organisations like?
CRISTINA: It is a flat, circular, cultural model which sees the organisation as composed of work teams, inside of which there is a team leader, who is on the way to becoming a FAS – that’s an acronym meaning team facilitator. The team leader takes care of observing the growth of the workers.
Inside each group, once everyone has mastered the material they are using, they can create a consultation process. With this, they can make decisions regarding their own work environment, on the condition that the team leader verifies that there is effective mastery of the subject and that the correct consultation process has been put in place.
Bascially, the team leader goes from “I say, you do” to “I help you grow your knowledge,” through this coaching dialogue.
Recently, thanks to Foxwin, you established an ideas competition within your business. Which proposals have you been able to realise?
CRISTINA: I’ll describe one very good one; a sustainability proposal, with both environmental concerns and a benefit to all our workers at CGN. We eliminated plastic in the business. We had many water bottle dispensers and, through an idea from the competition, we created a work team who managed to replace all the bottle dispensers with water fountains.
Beyond this competition: what are the future projects that you see with Foxwin?
CRISTINA: I can see two future projects: one with regard to the digitalisation of internal processes, where Foxwin would be a perfect tool on which we could use to start challenges of how to digitalise our internal processes so that we can be more credible when we ask the association to digitalise their own study.
The second is for challenges and sharing to strengthen the MOPS project. each team functioning with the MOPS principles will need to revise practices and stop doing ones which are ineffective, instead adopting, inventing, creating new, more effective practices for teams with MOPS principles.
Joint engagement of workers is a tool which allows workers to be directly and actively involved in innovation and improvement processes for the company’s performance. CGN Services has chosen to follow this route, can you tell us why and you are implementing this?
CRISTINA: Foxwin has given us the opportunity to carry out ideas and projects to improve the company’s performance. We included ideas for performance improvement and innovation. By doing this, we were able to adhere to regulations which facilitated an allocation of productivity bonuses.
Doing this, we were able to obtain two benefits: that of engaging people in improvement processes and thus company performance, and the financial benefits for the staff themselves.
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