Our climate survey

06/10/2015 - 10:22 AM

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In Telecom Italia every two years we carry out  a climate survey aimed at  interpreting and evaluating the basic relationship system of the company that Telecom Italia wants to be and wants to be perceived by customers, institutions and the whole country.

Thanks to model, designed with SDA Bocconi, we can analyze the relationship our people have with the company, with their work and with the work team. This model also allows for an in-depth evaluation of the causes for the investigated phenomena and thus allows to pick up what is actually relevant in order to be even more effective when implementing improvements.

People fill in an online questionnaire with renewed terminology and thought out to stimulate participation with questions put in with the aim to find out and evaluate interactions within the company, appraise relationships as well as the exchange of information within professional communities. We carry out interviews and focus groups to correctly understand the results and take prompt and concrete improvement actions.

The 2014 Climate Survey, an identity and collective action, has recorded over 37 thousand questionnaires completed.

The Climate Survey outlines expectations, analyses phenomena, indicates trends and reflects how people in the company feel.

The first aspect that emerges is that the overall response rate in the Group was up reaching 68.7% with an increase of 1.7 percentage points compared to 2012 and 8.2 percentage points compared to 2010.

This “voice”, namely participation in the Survey, is fundamental in literature: it provides a sense of how much confidence people have in the tool and in the opportunity to express themselves and make their voices heard.


The in-depth analysis of the results of the quantitative phase, the online questionnaire that could be filled in between 13 May and 1 June, was completed by the qualitative phase carried out in July with focus groups on targeted sections of company populations, to further explore some evidence that emerged.
Four focus groups were conducted with first and second line Managers on the topic of Identity, reading the characteristics of the Company with respect to the Market, relations with Stakeholders, the Organizational culture and the Rewarding System. Sixty colleagues representative of different clusters were then involved, and with them the following were assessed:

  • the impact of Technology – the best of being a technological company or one that uses technology for the development of services – on Identity
  • gender and diversity, exploring different perceptions between men and women
  • whether the personnel management and development system should aim more towards an affiliative model (care, solidarity, cooperation) or a competitive model (performance, results, individuality), or a mixture of the two.

The novelty for 2014 is the planning and implementation of improvement actions that are widely engaging all the structures. The responsibility for "how people in the company live" is not only influenced by the general policies of the Group and the Company. It is also the responsibility of the micro-organisations, within a framework of coherence with general actions.

An IT tool has been prepared which enables consultation of the most important indicators by Management and by Function.

The company's listening system was also enriched by surveys targeted at population samples on specific topics/projects of collective interest, and by focus groups that validated and supported many activities of the 9 Workshops provided for by the People Strategy programme, including the Identity Workshop.

Average Group participation was 67%, more than 2010. The average overall general satisfaction index stands at 7.25 on a scale of 1 to 10.

Using the survey model, designed with SDA Bocconi and previously used in the 2010 edition, we analysed the relationship our people have with the company, with their work and with the work team.

In order to encourage more active participation, we produced a questionnaire with an updated structure and language and we carried out interviews and focus groups to correctly understand the results and take prompt and concrete improvement actions.

Further to the outcome of our enquiry, we have started a new system of Human Capital Development, through which we intend to improve our people’s energy and talent, regardless of their age and their role.
We have therefore introduced the Individual Performance Feedback, including a qualitative feedback from the functional managers on our people’s performances and the formulation of a plan of action.
We have also created the Participated Development system, which gives people the possibility to help them and their managers’ development by expressing an opinion on their and their managers’ real competences.

The aim is to let our people’s talent emerge through a bottom-up reputation survey.

Average Group participation was 60.5%, with about 37,000 questionnaires filled in. The average overall general satisfaction index stands at 7.23 on a scale of 1 to 10.

Items analyzed :

  • external image
  • sense of equity
  • work satisfaction
  • role perception
  • mutual trust
  • leadership
  • identifying with Company
  • commitment
  • intention to remain
  • additional commitment
  • organizational Citizenship
  • identity
  • knowledge and sharing of strategies