Alpha_Team

Group Members: Germano D.C. Andrea B. Julia S.

Lists of the best places to work:

Edited by []

List of the best places to work in Italy:

= Large companies: =

1. ELICA
1400 dipendenti > www.elica.com > Settore: Manufacturing & Production - Furniture > Proprietà: Quotata in borsa >

2. FATER
937 dipendenti > www.fater.it > Settore: Manufacturing & Production - Healthcare > Proprietà: Di proprietà privata >

3. FedEX Express
910 dipendenti > www.fedex.com > Settore: Transportation - Airline/Commercial Aviation > Proprietà: Quotata in borsa >

4. UNILEVER ITALIA
2720 dipendenti > www.uinlever.it > Settore: Manufacturing & Production - Personal and Household goods > Proprietà: Quotata in borsa >

5. McDonald's ITALIA
3808 dipendenti > www.mcdonalds.it > Settore: Hospitality - Food and Beverage Service > Proprietà: Cooperativa >

6. ELI LILLY ITALIA
1011 dipendenti > www.lilly.it > Settore: Biotechnology & Pharmaceuticals - Biotechnology > Proprietà: Di proprietà privata >

7. LEROY MERLIN ITALIA
5768 dipendenti > www.leroymerlin.it > Settore: Retail - Specialty > Proprietà: Di proprietà privata >

8. DECATHLON ITALIA
6629 dipendenti > www.decathlon.it > Settore: Retail - Specialty > Proprietà: Di proprietà privata >

9. UNIEURO
2649 dipendenti www.unieuro.it > Settore: Retail - Computers/electronics > Proprietà: Di proprietà privata >

10. CARGLASS
850 dipendenti > www.carglass.it > Settore: Retail > Proprietà: Di proprietà privata >

1. TETRA PAK PACKAGING SOLUTIONS
775 dipendenti > www.tetrapak.com > Settore: Manufacturing & Production - Machinery and equipment > Proprietà: Di proprietà privata >

2. CISCO SYSTEMS ITALIA
490 dipendenti > www.cisco.com > Settore: Telecommunications > Proprietà: Di proprietà privata >

3. MICROSOFT ITALIA
816 dipendenti > www.microsoft.it > Settore: Information Technology - Software > Proprietà: Quotata in borsa >

4. NISSAN ITALIA
197 dipendenti > www.nissan.it > Settore: Retail > Proprietà: Di proprietà privata >

5. W.L.GORE & Associati
90 dipendenti > www.gore.com > Settore: Retail > Proprietà: Di proprietà privata >

6. NATIONAL INSTRUMENTS ITALIA
74 dipendenti > www.ni.com/Italy > Settore: Information Technology - Hardware > Proprietà: Quotata in borsa >

7. PepsiCo ITALIA
180 dipendenti > www.pepsi.it > Settore: Manufacturing & Production - Food products > Proprietà: Quotata in borsa >

8. ConTe.it - ADMIRAL GROUP
360 dipendenti > <span style="background-color: transparent; color: #005172; text-decoration: none; vertical-align: baseline;">www.conte.it > Settore: Financial Services & Insurance - Auto Insurance > Proprietà: Di proprietà privata >

9. GRUPPO QUINTILES
770 dipendenti > <span style="background-color: transparent; color: #005172; text-decoration: none; vertical-align: baseline;">www.quintiles.com > Settore: Health Care - Services > Proprietà: Di proprietà privata >

10. MEDTRONIC ITALIA
515 dipendenti > <span style="background-color: transparent; color: #005172; text-decoration: none; vertical-align: baseline;">www.medtronic.it > Settore: Health Care - Medical sales/distribution > Proprietà: Quotata in borsa >

11. SHIRE ITALIA
84 dipendenti > <span style="background-color: transparent; color: #005172; text-decoration: none; vertical-align: baseline;">www.shireitalia.it > Settore: Biotechnology & Pharmaceuticals - Pharmaceuticals > Proprietà: Quotata in borsa >

12. SAS
328 dipendenti > <span style="background-color: transparent; color: #005172; text-decoration: none; vertical-align: baseline;">www.sas.com/italy > Settore: Information Technology - Software > Proprietà: Di proprietà privata >

13. ZETA SERVICE
81 dipendenti > <span style="background-color: transparent; color: #005172; text-decoration: none; vertical-align: baseline;">www.zetaservice.com > Settore: Professional Services > Proprietà: Di proprietà privata >

14. BEST WESTERN ITALIA
66 dipendenti > <span style="background-color: transparent; color: #005172; text-decoration: none; vertical-align: baseline;">www.bestwestern.it > Settore: Hospitality - Hotel/Resort > Proprietà: Cooperativa >

15. AstraZeneca
840 dipendenti > <span style="background-color: transparent; color: #005172; text-decoration: none; vertical-align: baseline;">www.astrazeneca.it > Settore: Biotechnology & Pharmaceuticals - Pharmaceuticals > Proprietà: Quotata in borsa >

16. LOACKER REMEDIA
80 dipendenti > <span style="background-color: transparent; color: #005172; text-decoration: none; vertical-align: baseline;">www.loackerremedia.it > Settore: Health Care - Medical sales/distribution > Proprietà: Di proprietà privata >

17. JT INTERNATIONAL ITALIA
125 dipendenti > <span style="background-color: transparent; color: #005172; text-decoration: none; vertical-align: baseline;">www.jti.com > Settore: Industrial Services > Proprietà: Di proprietà privata >

18. EMC COMPUTER SYSTEMS ITALIA
498 dipendenti > <span style="background-color: transparent; color: #005172; text-decoration: none; vertical-align: baseline;">www.italy.emc.com > Settore: Information Technology - Storage/Data Management > Proprietà: Quotata in borsa >

19. S.C. JOHNSON ITALIA
153 dipendenti > <span style="background-color: transparent; color: #005172; text-decoration: none; vertical-align: baseline;">www.scjohnson.it > Settore: Manufacturing & Production - Personal and Household goods > Proprietà: Di proprietà privata >

20. OXYPROD
68 dipendenti > <span style="background-color: transparent; color: #005172; text-decoration: none; vertical-align: baseline;">www.decathlon.it > Settore: Manufacturing & Production > Proprietà: Di proprietà privata >

21. KELLOGG ITALIA
116 dipendenti > <span style="background-color: transparent; color: #005172; text-decoration: none; vertical-align: baseline;">www.kellogs.it > Settore: Manufacturing & Production - Food products > Proprietà: Di proprietà privata >

22. NATURALLOOK
55 dipendenti > <span style="background-color: transparent; color: #005172; text-decoration: none; vertical-align: baseline;">www.naturallook.it > Settore: Manufacturing & Production > Proprietà: Di proprietà privata >

23. IPRONA
127 dipendenti > <span style="background-color: transparent; color: #005172; text-decoration: none; vertical-align: baseline;">www.iprona.com > Settore: Manufacturing & Production - Food products > Proprietà: Di proprietà privata >

24. JOBRAPIDO
52 dipendenti > <span style="background-color: transparent; color: #005172; text-decoration: none; vertical-align: baseline;">www.Jobrapido.net > Settore: Media - Online Internet Services > Proprietà: Di proprietà privata >

25. CORIO ITALIA
88 dipendenti > <span style="background-color: transparent; color: #005172; text-decoration: none; vertical-align: baseline;">www.corio-eu.com > Settore: Construction & Real Estate > Proprietà: Di proprietà privata >

Edited by: []

3 job announcement for the same (or similar) position:
=1)Finance Management Consultant=

Accenture - Milan - Italy

Job: Financial Planning & Strategy Organization: Consulting

[]

Exercise n.6
1.Considering new HRM policy brought to a decrease of turnover from 23.8% to 18.8%, so a decrease of 5%. The cost of this new policies is 680.000 $. If we consider the training costs of 5% of employees, that can be computing multipling the cost of training one employee (7.048,56) for the number of employee (1913), and if we compute the 5% of this amount we obtain a cost of 674.141$, that is less than new policies but if we consider non-monetary aspect, like keeping inside specialized knowledge in a sector where is very important (health are industry), we can in some sense justify this HRM costs and say that is better to spend 6.000$ more to mantain employees in our firm than train new ones. If we not consider reduced productivity during the learning period, the cost of hire 5% of employees will be 374.000, that is considerably lower than the cost of HRM policies, so in this case we cannot justify these costs. 2. Using special software (for example SAP) you can save time and optimize the company's processes. To calculate the benefits you can compare for example the time needed before implementing the software compared to the time needed after implementation. Training costs have to be considered and balanced with the benefits. This aspect is relevant in terms of recruitment processes or time management.

1. Taking into consideration the UK systems of payment, we can see the differences related to the payment system thanks to the website of "ACAS promoting employment relations and HR excellence". From this website we can find a pdf where there are explained all the differences about the methods of rewarding people for their contribution to the organization.
 * Team work: Compare the evaluation/remuneration systems for PA's managers in at least 3 EU countries.**

"Pay systems provide the foundation for financial reward systems. There are basic rate systems, where the worker receives a fixed rate per hour/week/month with no additional payment. There are systems related in whole or part to individual or group performance or profit. There are systems based in part on the worker gaining and using additional skills or competencies".

http://www.acas.org.uk/media/pdf/p/0/B02_1.pdf

We can have an idea on how much a PA manager earn in UK having a look at all the Job advertisements from the following website: http://www.jobsite.co.uk/jobs/ <span style="display: block; font-family: inherit; font-size: 14px; text-align: left; vertical-align: baseline;"><span style="color: #00529b; font-family: inherit; font-size: 14px; text-decoration: none; vertical-align: baseline;">[|Business Development Manager] Salary: £35,000 - £40,000Location: LondonJob Type: PermanentDate Posted: 05-Mar-2012 12:40__<span style="background-color: transparent; color: #00529b; font-family: inherit; font-size: 12px; vertical-align: top;">Add to My Shortlist __ An excellent position has arisen for an experienced B2B sales/ Business development manager based in central London. You will be working for a company that has been established for over 30 years and is part of an organisation specialising in delivering relocation services to the corporate market. The group's specialist brands have been delivering there services on a global, national, ...

<span style="display: block; font-family: inherit; font-size: 14px; text-align: left; vertical-align: baseline;"><span style="color: #00529b; font-family: inherit; font-size: 14px; text-decoration: none; vertical-align: baseline;">[|Trade Sales Account Manager] Salary: £27,500 +Location: South East EnglandJob Type: PermanentDate Posted: 09-Mar-2012 16:55__<span style="background-color: transparent; color: #00529b; font-family: inherit; font-size: 12px; vertical-align: top;">Add to My Shortlist __ Trade Sales Account Manager Merlin Entertainments Group £27,500 + excellent benefits South East The adrenaline-charged atmosphere at THORPE PARK, the squeals of excitement at LEGOLAND Windsor, and the whoops of wonder at Chessington World of Adventures Resort (the South Parks). Behind the fun are teams of excited, passionate and driven people. Join us in Trade Sales, and you'll be one...

= Evaluation for Public Administration in 3 different Countries: = = = = Italy: = = = <span style="background-color: #f0f7ff; display: block; font-family: 'Trebuchet MS',Arial,Helvetica,sans-serif; text-align: left;">One of the most important element in the analysis of public administration’s performances is the management. In fact it is the connection point between objectives (fixed at political level) and the system of outputs and outcomes, achieved by public personnel at different levels. This is the main reason why during the last decades, the reform of Italian public administration has concentrated on improving public action performances, by a regulation of public management and the connected introduction of two key words: autonomy and accountability. This means that managers should be endowed of greater autonomy in the execution of their managerial activities and, at the same time, they are fully responsible for both personnel’s and whole body’s performance. Even thought the legislative decrees nr. 286/99 (art.5) and nr. 165/01 (art.19-21) introduced an evaluation and control system of managers’ activities, they have been applied with a very little success inside public administration. The reason is that evaluation has been realized in a bureaucratic way, often by the use of a great number of general indicators, which do not concretely reflect actual organizational processes and related outcomes. According to the above considerations, it could be stated that the reform of the Italian public administration did not completely accomplish its two fundamental goals. First of all, it did not recognize a greater autonomy to managers, considering that in the Italian system there are many instruments which can be used by politicians to affect managers’ executive action and, on the other hand, it has provided a managers’ performance evaluation system which is not compliant to the reality. However, according to these themes, a new discipline has been recently provided by the legislative decree nr. 150/09. Its aim is to introduce a concrete system of measures and indicators, which are oriented to ensure the accountability of public managers’ activities. The purpose of this paper is to verify why managers’ performance evaluation system provided by legislative decrees nr. 286/99 and nr. 165/01 was not proper and well-functioning; to analyze the changes introduced by the new discipline and, finally, to verify if such innovations are really able to realize an adequate evaluation system of public managers’ performances, in order to built a strong feedback flow for the review of personnel policies. <span style="background-color: #f0f7ff; display: block; font-family: 'Trebuchet MS',Arial,Helvetica,sans-serif; text-align: left;"> <span style="background-color: #f0f7ff; display: block; font-family: 'Trebuchet MS',Arial,Helvetica,sans-serif; text-align: left;">Quote: "<span style="background-color: #f0f7ff; display: block; font-family: 'Trebuchet MS',Arial,Helvetica,sans-serif; text-align: left;">The evaluation of public managers’ performances in the light of Italian public administration reform" by Marino Calogero. <span style="background-color: #f0f7ff; display: block; font-family: 'Trebuchet MS',Arial,Helvetica,sans-serif; text-align: left;"> <span style="background-color: #f0f7ff; display: block; font-family: 'Trebuchet MS',Arial,Helvetica,sans-serif; text-align: left;">Portugal: <span style="background-color: #f0f7ff; display: block; font-family: 'Trebuchet MS',Arial,Helvetica,sans-serif; text-align: left;"> <span style="font-family: 'Times New Roman',serif;">Performance evaluation has undeniably become a key instrument in modern management as well as in the process of administrative reform. However, this central role has been put at risk in Portugal by the last three decades of succeeding approaches to the modernisation of public administration. In fact, if different interpretations of this role have risen in different times by different governments, the truth is that it has growingly gained importance in modern administration. According to Paige & Wright (1999), the “trust” factor is at the origin of managers’ selection in all western countries, as it is in the Portuguese case, but in order to gain some transparency and objectivity, this system must be tied to a rigorous evaluation system. On the other hand, the introduction of SIADAP to evaluate civil servants constitutes an important novelty, as it symbolises a shift in organisational culture in Portuguese public administration. In fact, this is the first attempt to create an evaluation culture in administrative organisational environment. Although this recently conceived instrument has some imprecisions, only its continued improvement will insert the desired evaluation culture in the administrative reality, thus contributing to the reform. Finally, it is important to understand how the performance evaluation of top managers in Portuguese public administration will be made. As demonstrated before, the investment in rigorous performance evaluation would have little sense without clarifying the ways (or methods) of evaluation of the highest levels of management. In fact, the fulfilment of cascading objectives (as established by SIADAP) can only be possible in a scheme of linkage and interdependency between performances of all hierarchical levels. In order for SIADAP to function harmoniously, the rights and obligations, the objectives, goals and performance indicators, as well as the real consequences of success or failure must be specifically expressed. Only then can the moralisation and productivity of public administration be assured in the context of administrative reform.

<span style="font-family: 'Times New Roman',serif;">quote: "The performance evaluation of public manager in Portuguese public Administration" by Cesar Madureira, Miguel Rodrigues <span style="background-color: #f0f7ff; display: block; font-family: 'Trebuchet MS',Arial,Helvetica,sans-serif; text-align: left;"> <span style="background-color: #f0f7ff; display: block; font-family: 'Trebuchet MS',Arial,Helvetica,sans-serif; text-align: left;"> <span style="background-color: #f0f7ff; display: block; font-family: 'Trebuchet MS',Arial,Helvetica,sans-serif; text-align: left;">(The followin evaluation methods are from Julia, but she is not able to post it) <span style="background-color: #f0f7ff; display: block; font-family: 'Trebuchet MS',Arial,Helvetica,sans-serif; text-align: left;"> <span style="background-color: #f0f7ff; display: block; font-family: 'Trebuchet MS',Arial,Helvetica,sans-serif; text-align: left;"> <span style="background-color: #f0f7ff; display: block; font-family: 'Trebuchet MS',Arial,Helvetica,sans-serif; text-align: left;"> <span style="font-family: Arial,sans-serif;">Latvia: In Latvia there’s a system of competencies to conduct performance evaluation in the public sector. This system is composed of job classifications. The performed tasks are divided into groups according to categories of related jobs. For each category particular required competencies, knowledge and qualifications are defined according to a specific job position. Beside including this system in a performance evaluation system, it is also useful for refinement of the HR development policy. HR managers can consider the needed skills in defining in which training measures an employee should participate. To indicate salary groups and for planning a uniform salary system, a catalogue of public administration jobs was created. In doing so, performance evaluation methods concerning international practice as well as private sector practice were taking into account. The aim is to ensure 75% - 80% of private sector salaries for the appropriate job in the public administration.

<span style="font-family: Arial,sans-serif;">Source: N.A. (2006), Human Resource Development Policy (The Cabinet of Ministers of the Republic of Latvia), URL: [], access date: March 12th, 2012

<span style="background-color: #f0f7ff; display: block; font-family: 'Trebuchet MS',Arial,Helvetica,sans-serif; text-align: left;"> <span style="font-family: Arial,sans-serif;">Finland:
 * § <span style="font-family: Arial,sans-serif;">3 different systems:
 * **<span style="font-family: Arial,sans-serif;">Ministry of Finance ** || **<span style="font-family: Arial,sans-serif;">Statistics Finland ** || **<span style="font-family: Arial,sans-serif;">Finish Road Administration ** ||
 * <span style="font-family: Arial,sans-serif;">Simple rating system ||  || <span style="font-family: Arial,sans-serif;">Very detailed rating system ||
 * <span style="font-family: Arial,sans-serif;">between 1 and 5 || <span style="font-family: Arial,sans-serif;">7 marks || <span style="font-family: Arial,sans-serif;">between 4 and 10: 4 – 4.9; 5 – 5.9; 6 – 6.9 ||

<span style="background-color: #f0f7ff; display: block; font-family: 'Trebuchet MS',Arial,Helvetica,sans-serif; text-align: left;"> <span style="font-family: Arial,sans-serif;">[]
 * § <span style="font-family: Arial,sans-serif;">Decentralised
 * § <span style="font-family: Arial,sans-serif;">Flexible (not standardized)
 * § <span style="font-family: Arial,sans-serif;">Every organisation has ist own appraisal procedure
 * § <span style="font-family: Arial,sans-serif;">At central level: employees receive a basic salary (based on function assessment and job requirements)
 * § <span style="font-family: Arial,sans-serif;">Public servants are assessed, but they don’t receive a performance-related pay

<span style="background-color: #f0f7ff; display: block; font-family: 'Trebuchet MS',Arial,Helvetica,sans-serif; text-align: left;"> <span style="background-color: #f0f7ff; display: block; font-family: 'Trebuchet MS',Arial,Helvetica,sans-serif; text-align: left;"> <span style="background-color: #f0f7ff; display: block; font-family: 'Trebuchet MS',Arial,Helvetica,sans-serif; text-align: left;"> <span style="background-color: #f0f7ff; display: block; font-family: 'Trebuchet MS',Arial,Helvetica,sans-serif; text-align: left;"> <span style="background-color: #f0f7ff; display: block; font-family: 'Trebuchet MS',Arial,Helvetica,sans-serif; text-align: left;">