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Teac sound cards for sale. TIM Ventures, the corporate venture capital of TIM, is one of the instruments through which TIM carries out open innovation, a distinctive factor of digital innovation.
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The business and its rules of play change at an incredible pace. The products and services require continuous research. Talent and competences are fluid.
Therefore, innovation is increasingly a critical factor of success for a business. And in a dynamic, digital context like that in which TIM operates, innovation must be applied using not only internal resources, laboratories and its own in-house R&D departments, but also by seeking assistance from the outside world, taking an “open innovation” approach, to use the expression coined in 2003 by the US economist Henry Chesbrough, who directs the Garwood Center for Corporate Innovation of the Berkeley University of California and who has written several books on the matter.
The TIM innovation also involves entrepreneurial open innovation. Investment in digital start- ups in synergy with the TIM business strategy aims to spark and promote a mutually profitable virtuous circle, in which, on the one hand, TIM seeks to make the most of the best innovations of product and service, optimising the time-to-market of the innovation and, on the other, the start-up finds TIM as a subject able to support its development and act as partner and industrial point of reference.
TIM Ventures is the corporate venture capital of TIM, which selects and supports, by investing directly in the risk capital of the best digital start-ups operating in line with the Group’s business strategy. TIM Ventures is currently specialised in investing in the early stages of the start-ups’ activity and development, making minority or “seed” investments and “early stage investments”.
TIM Ventures is part of an extensive network, represented by TIM#Wcap – the TIM business driver – and some of the most important players in the Italian and European VC industry.
“TIM Ventures plays an important role in supporting the best start-ups, in terms of business and social responsibility, helping innovative and making a considerable contribution towards the country’s economic competitiveness and social development”. - TIM With TIM Ventures, was the first in Italy to launch its 2014 corporate venture capital programme, helping boost the ecosystem of Italian and European innovation.7thplace in the 25 European companies, the only Italian one, that best “dialogue” with start-upsAmongst the top 40most active investors in Corporate Venture Capital worldwide in 2015+ 2.5 € mln the value of production of TIM Ventures subsidiaries+ 7€ mln the total risk capital collected by TIM Ventures subsidiariesRead moreFILTER BY MATERIALITY ISSUE:Tutela ambientaleDigitalizzazioneFILTER BY SDGs:
THE NEW SKILLS MODEL
Consistent with the Company’s strategic re-orientation, a new skills framework was established in the first half of the year that applies to all development systems (Recruiting, Performance Management, Evaluation of Potential, Job Mobility) and helps identify and reward people who best fulfil the characteristics based on the current organizational and business context.
Development Model
[G4-LA11] Through the integration of all the assessment processes the development model aims to ensure accurate knowledge of people in order to create individual development plans fine-tuned to the characteristics of each person and aimed at managerial and professional improvement and growth. The development model is based on the skills model and takes account of the Business Strategy objectives, in order to improve the contribution of people to the new business needs and challenges.
The model consists of the following processes
*Recruitingandselection: in February 2016 the new Recruitment and Selection procedure was issued, aimed at integrating the processes for the internal and external scouting of professional and managerial skills. Again as part of the re-engineering of the process, in March the Recruiting module was issued on the new HR platform, called PeoplePlace. Over time the platform will enable the management of all the selection, development and training processes of the People in the company.
*External Recruiting: during the first few months of 2016, the skills requirement determined by the 2015 Plan was satisfied by hiring 32 recent graduates/professional apprentices, selected from 330 candidates.
*Internal Recruiting: 42 professional profile searches were started and completed via job posting, for which 780 applications were submitted.
*Onboarding programme: these programmes are intended to provide new recruits with the tools to optimise their speed of response. In May, an onboarding training process was launched for 76 colleagues newly hired between late 2015 and May 2016, and in October a second modular onboarding process was launched for a further 27 colleagues.
*[G4-LA11] Performance Management: The process involves the evaluation of the goals and behaviour of the entire workforce (managers, professionals and employees) and is divided into four phases (assignment of objectives, evaluation, feedback, development plans). In the first four months of 2016 the 2015 Performance Management process was concluded which involved the entire Domestic Business Unit (around 50,000 people): [G4-LA11] 99.8% of the people were evaluated by their manager, 99% of the people said they had received feedback from their manager, 91.3% of the people entitled received a 2015 post-performance development plan (including the managers). On 14 September, the 2016 Performance Management process was launched with the assignment of objectives and was completed in December.
*Individual development plans: an analysis and data processing system was designed, the Playbook, which, based on the results of the performance management supports managers in defining an individual development plan for each collaborator comprised of training initiatives, in-the-field actions and job rotation. The development plant assignment process was launched in July and completed at the end of October. In total, 32,392 plans were assigned (out of a target of 35,552 potential recipients), including 1,057 managerial plans (out of a total of 1,387 potential managerial plan recipients).
*Managerial Development: consists of a series of processes and plans (assessment of potential; appointment to executive grade; succession planning; managerial leadership development plans) for identifying and rewarding the existing and future managerial assets of the Company. These processes and plans creates a leadership growth promoting an internal scouting rather than an external recruiting.
Furthermore, the design of two new development processes is nearing completion:
*Knowledge Review, with the dual aim of mapping the technical skills existing in the Company and identifying the “knowledge holders”, i.e. people with critical skills. Following this verification process, individual development plans will be drawn up to enhance professional leadership;
*Motivation Review, which measures individual motivation based on aspects that are less conditioned by external factors - related to the environment - and therefore more stable over time. It is based on ad-hoc tools validated by testing within the Group.
In Brazil
In 2016 four main programmes were implemented in TIM Brasil which had a great impact on people, in coherence with the organizational changes and the competitive positioning on the market:
*Skills Model: after having defined the new strategic plan, TIM Brasil adopted the same Skills Model as the Group, focused on a process of selecting the people most geared towards meeting the company requirements. This model will guide all HR processes
*[G4-LA11] PerformanceEvaluation1: in 2016, a change was made to the evaluation scale, which now consists of 7 points, as indicated by TIM. This should bring benefits including a standardisation of the curve and a better distribution of results (omissis)
*Career paths: the Career Workshop programme continued in 2016 to promote personal reflection and encourage involvement and commitment to Career Management, to raise awareness and promote a proactive attitude in individuals, with a view to building a career and an Individual Development Plan.
*Culture: in 2016, we undertook a number of actions with tier 2 subordinates involving group coaching sessions to deal with management issues that are consistent with the level of maturity of the team.
TRAINING
[G4-LA10] Since it was launched in the first half of 2016, the TIM Academy (corporate university) has consolidated its role, developing an innovative approach to learning and sharing know-how, supporting the digital transformation process and the changes taking place in the company.
In summary, the TIM Academy offers programmes, courses and training, in classroom settings, online or on-the-job; it promotes the sharing of know-how and skills through communities, workshops, seminars and think tanks, with qualified national and international teachers and endorsers; it designs and delivers new digital learning formats: web-based training, videos, webinars, virtual learning, and a multidevice catalogue of training solutions that are always available and accessible.Download Telecomitalia Driver App
The training activities are split into four macro-categories:
*management education;
*development of role-based and specialized skills, and new capabilities;
*development and empowerment;
*institutional and corporate culture.
For each of the above mentioned areas the main activities carried out in 2016 are set out below.
Management education
Managerial training is essential for determining the corporate strategy and technological and organisational change processes. There are two strands to this training:
*“SALP - Social Action Learning Program”: a training path that targets learning, collaboration and the generation of ideas. In 2016, it involved around 400 managers who, subdivided into competing teams, held discussions on the challenges faced the business, using digital and social working methods, with the aim of proposing innovative project to implement in the Company;
*“Onlinelibrary”: which allows all managers to benefit from videos, webinars and materials from national and international speakers on business, finance, technology and leadership topics. In 2016, around 1,400 managers made use of the training content in the online Library.
Development of role-based and specialized skills, and new capabilities
[G4-LA10] Training to develop role-based and specialized skills as well as new capabilities is essential for the implementation of the strategic drivers, and therefore occupies a central role in the Group’s training investments plan.
These are the initiatives for 2016.
*“SingleFrontEnd”: the training accompanied the complex transformation of the Front End in the Network context, ensuring the operating effectiveness of people also by measuring the effectiveness of the training itself;
*“Skill improvement of Open Access On-Field Engineers”: the Skill Assessment project, aimed at improving the effectiveness and efficiency of the work force, was launched as a pilot in September 2015, involving the whole population of around 9,000 on-field engineers from January to June 2016. The plan was implemented in 8 campaigns of 3 days each, at 59 sites across the whole country. Participants took a test on the technical knowledge required for their role. The level of participation was 99.3%. In 2017, blended training will be provided to remedy the problems identified during the evaluation;
*“Line Digital Educator”: the project, arising from Open Access’ need to train 92 line trainers to improve the skills of the in-the-field technicians was also extended to other departments involving Technology and Health, Safety & Environment colleagues;
*“Induction training”: induction programme for people coming from the external market or from companies of the Group;
*“Maintenance and Development of corporate Certifications”: measures to enable participation in tenders and contracts in the private, Central and Local Public Administration sectors;
*“Fixed and Mobile Telecommunications”: 200 induction training colleagues, plus 30 from the specialised “TIM Personal Consultant” JobCenter path, benefited from an online course on network architectures and the latest TLC technologies, provided with the help of video, animations and exercises;
*“Evolution of mobile networks towards LTE-A and 5G”: a blended training path for around 50 Technology colleagues, designed and implemented entirely by the TIM Academy Faculty, with the aim of enhancing and sharing the Group’s distinctive skills in the field of mobile radio technologies;
*“Digital BSS consumer business and caring”: commercial training plans intended to ensure the continuous updating specialised skills needed for the post held, with a particular focus on the technical knowledge required by the business and consumer offer, customer management processes and evolutionary sales channel and digital marketing models.
Development and empowerment
This type of Education allows people to enhance their capacities in relation to the evolution of the skills required by the business and by the organizational context:
*“English@TIM”: language training guidelines were revised in 2016. Digital technologies have allowed English language courses to be made available to all employees. The online language learning platform allows a personalised English course to be put together, using the many items of content available: video, audio and articles about business and general topics in English; exercises, tests and in-depth study sections for each of the items of content used. The platform also provides opportunities to take part in virtual classes, available 24 hours a day, 7 days a week, with teachers connected by video. For proven business requirements, individual blended training paths have also been activated for different levels of knowledge of the English language;
*“LeadershipandPerformanceManagementModel”: course intended for everyone in the Group and organised into different activities aimed at developing the culture needed to guide the behaviour of the Group’s employees. The courses have involved around 35,000 people;
*“Smart Working”: training course aimed at strengthening people’s awareness of the change process generated by the Smart Working project as well as developing the skills based on new cultural models and new working methods;
*“Talent In Action”: development and training project aimed at a specific segment of the population of about 1,000 people, which provides for the definition of individual action plans, based on an articulated training offer including around 80 different initiatives, designed according to the needs of the individual.
Institutional and corporate culture
This training aims at supporting the transformation of the organization culture in line with the evolution of the social, environmental and economic context and at disseminating knowledge of the contents required by the legal formalities.
The training initiatives promoted by the following functions and departments are included as part of this activity : Compliance (aimed at increasing knowledge and respect for the Group’s value, improving the skills in processes and procedures, as well as in the methodologies and the tools used), Health, Safety & Environment (aimed at ensuring compliance with the reference regulations on Safety in the workplace), and Regulatory and Equivalence 2(for topics relating to the Antitrust and Equivalence).
Moreover, the following activities were carried out:
*“ComplianceDay”: the Compliance department has organized study days on Compliance issues for specific company departments.
*“Inside Information - Rights Management Services Training”: digital module regarding the handling of inside information. The course explains how to use the “Microsoft - Rights Management Services” application and illustrates the “Compliance requirements for the processing of inside information” procedure;
*“Antitrust”: a blended course, online and in the classroom, has been created with the aim of making employees aware of the correct application of the Antitrust regulations in the different operational departments of the company to ensure the maximum dissemination and awareness of the penalty and compensation risks above all for the departments that carry out sensitive activities. As the availability of the online module ended in 2015, around 50 classroom sessions were held in 2016 involving approximately 3,100 people. Using the mock cases3 participants gain awareness of all the parties involved in anti-trust issues, the Code of Ethics and Conduct, and the Code of Anti-trust Conduct adopted by the Company. At the end of the process, once the learning assessment test has been passed with 100% of answers correct, each participant is awarded an “open badge” to certify the knowledge gained;
*“The New Equivalence Model”: the training aims to raise awareness of the need to pay greater attention to equal treatment, the central importance of Wholesale customers, focus on process knowledge and on respect for operational procedures. Work has been done in particular on the Delivery and Assurance core processes and a “digital” training path has been implemented, aimed in particular at Open Access on-field and online engineers, to support change, with the intention of strengthening the culture of equivalence and testing operational conduct that is in keeping with the new processes, with full symmetry between Wholesale and Retail;
*“Safety”: as regards the obligations involved in the implementation of company prevention and protection measures deriving from current regulations, a series of training paths were provided in keeping with previous years aimed at ensuring the protection of all professionals that make use of the workplaces of the Group. All employees were involved in the compulsory safety modules.
The Job Centre
[G4-LA10] In accordance with the company’s decision to enhance and develop internal

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