Surfing People. Face to Face with Those Riding the Waves of Organizational Change | Fabrizio Zeba

‍“In an era of constant change”

“In a landscape marked by transformation”

“We are experiencing a revolutionary change.”

This is more or less what we read as an introduction to many literary works or current affairs articles. It seems we’re experiencing upheaval unlike anything we’ve ever seen before. But are we really sure this is happening only to us and only at this moment in history? More likely—and more simply—we’re always just talking about change as an integral part of human life, but framed (perhaps because it’s trendy?) as an extraordinarily exceptional historical event.

When I think about change, the first image that comes to mind—almost automatically—is the philosophy that “everything flows” (“PANTA REI,” HERACLITUS). Everything changes; nothing remains the same, and presumably innovation is simply a response to the inevitable, perpetual transformation of everything.

What is certain, however, is that never before—as has been the case since 2020—have so many personal and professional habits been called into question or eliminated overnight. This has led—and continues to lead—to countless challenges within organizations as well. Perhaps never before has the role of “Change Management” been so strategic and fundamental. How can we support and facilitate change when the rules of the game are constantly being redefined? I find it hard to believe that anyone is further ahead than others in the face of this genuine uncertainty. I am convinced, however, of the importance of dialogue and exchange, and with this in mind, I decided, together with Digital Attitude, to interview several professionals with valuable experience and perspectives on this broad topic of change and on current issues such as New Ways of Working, New Ways of Learning, and Digital Mindset. 

Our guest today is Fabrizio Zeba, whom we thank for agreeing—as a true “surfer”—to participate in this editorial project.

After earning a bachelor’s degree in economics and a master’s degree in Business Administration, he embarked on a career marked by the following key milestones:

• project financing manager to facilitate technology transfer from the research sector to the business sector in support of technological innovation among Ligurian SMEs;
• temporary managers to turn around and revitalize SMEs in crisis;
• organizational consultant for large companies and government agencies;
• Adjunct professor in Business Economics and Management at the School of Engineering, University of Genoa.

For the past 5 years, she has served as Talent Acquisition Manager at Gruppo Iren, where she and her team have managed the search and selection of over 1,500 new hires to support the company’s growth and develop new business opportunities. She has established key partnerships with top schools and universities to identify new talent and ensure the necessary generational turnover for a constantly evolving organization. In 2019, her Iren team was recognized by LinkedIn as the “Best Talent Acquisition Team.”

‍

1) Hi Fabrizio, I’d like to start by asking you how you see organizations changing, with particular reference to the pandemic and the current work environment.

The major change brought about by the emergency was, first and foremost, the fact that—in many cases—people had to adapt to remote work, seeking quick alternatives to keep things moving forward. As a result, digital technology has become part of everyday life even for the most resistant organizations.

What we certainly experienced in the first phase, however, was the widespread misuse of “home working,” which was far from sustainable. Two trends have emerged from this large-scale, forced experiment: those who are reevaluating processes and tools in light of changes in culture, business, and people’s new needs, and those who have reverted to the pre-pandemic situation, struggling to come to terms with a reality that demands new ways of working and generates different expectations.

For me, the central issue boils down to the need for a renewed balance: we need to reflect deeply and consider—for example—how the pandemic has served as a massive catalyst and continues to offer extensive opportunities, without, however, neglecting the need to meet in person to exchange ideas and work as a team. We need to listen to people who are redefining their values, and this obviously also depends on the various upheavals caused by current events—such as war—which make us seek greater security. People are seeking more personal time for their well-being and embracing traditional values in new ways: increasingly, they are willing to give up their careers and business travel because taking care of themselves and their loved ones is the true priority. For this reason, we are seeing flexible remote work becoming increasingly popular, especially among young people.

In short, these changes are requiring companies to come up with new solutions. This does not mean there must be total organizational openness, but rather openness that is consistent with the company’s values, business model, and the expectations of the people undergoing this transformation—recognizing that this is not just a matter of compensation, but also of employee welfare and broader implications.

2) Recruitment: What’s happening right now? There’s a lot of talk about employee turnover and the difficulty of finding people. What’s your take on this?

To answer this question, I’ll focus on the industrial and multi-utility sectors, which I follow most closely on a daily basis. I observe a labor market shaped by companies that adopt the same tools and processes, leading to a concentration of recruitment efforts on the same professional profiles.

At the same time, I see that people are increasingly looking for jobs closer to home and are reluctant to relocate. This narrows the pool of candidates and makes the search for these highly sought-after professionals even more complex, leading to significant challenges amid fierce competition and new ways of viewing work and priorities. In general, I find that people are reluctant to change and take on new experiences.

When I think about what’s happening and reflect on my own experience, I believe that clear communication is becoming increasingly important in the recruitment process: those who can communicate effectively can attract the right people, and this is more valuable than ever today. We need to create the conditions that allow people to see inside organizations—and by that I don’t mean contrived communication, but rather the conveyance of an authentic culture and values that truly reward employees. Recruiters must be transparent and present the organization clearly and comprehensively. This determines a successful match between the individual and the company; conversely, when there is inconsistency or contradiction in communication, people leave. This is an increasingly common phenomenon, as the myth of holding the same job from the start of one’s career until retirement has faded. Referring also to the growing trend of the “Great Resignation,” I want to emphasize that these situations often depend on the boss. And here I believe it’s truly important to ask ourselves what people are running away from and, instead of hiring new people to replace them, to pause and understand the underlying discontent—in other words: “don’t try to empty the ocean with leaky buckets.”

Regarding the selection process, I’d like to add one final point: always question the formats, content, and proposals—perhaps even thinking outside the box. I’m thinking, for example, of just how much the activities with universities have changed from 2018 to the present…

‍

3) Onboarding: In your opinion, what are the most important aspects to focus on?

First of all, I want to emphasize that onboarding shouldn’t involve just the new hire; it’s also important to take into account the manager and the project lead with whom the person will be working. At the same time, I believe it’s essential that the programs offered during this phase don’t stray too far from day-to-day work and the reality of the organization.

The onboarding process works when new hires are quickly immersed in the work environment—in an authentic way and in synergy with all stakeholders—so that, for example, the manager is involved in welcoming, managing, and planning the development of the new hires. In this regard, training plays a vital and inseparable role: it is not a separate process but an integral part of onboarding, designed to ensure that new hires quickly acquire the skills and knowledge necessary to become fully integrated into the organization. Such training must be appropriate, well-tailored, and integrated into daily life (that is, daily life should be viewed as a source of stimulation and learning), and it must also involve managers acting in a coaching capacity.

The key point of my reflection lies in leaders—such as coaches—who manage their teams and strive to achieve the best results both today and tomorrow, while actively focusing on the growth of the people who work with them. This approach requires generosity, patience, and a willingness to help on their part.

4) “Nudging.” A term increasingly used in organizations, derived from nudging theory. We’re talking about “gentle nudges” that encourage certain behaviors through small positive reinforcements. If you had the chance to design one of these “nudges” to support professionals in their daily work, what would you propose? 

I’ll start with the slogan “Let’s do it together”—to emphasize the importance of making people feel that they’re not alone and that we’re all in this together.

I believe that this gentle, constant encouragement can also help guide others—for example, by offering support when they’re feeling discouraged because a project isn’t going in the right direction.

I also see it as a call to take responsibility and make decisions while always respecting everyone’s roles, but with a focus on the big picture as a priority.

In everyday life, it can help prevent many behaviors or potential mistakes; for example, I can imagine how this approach might reduce the fear of someone else’s better idea, thereby making meetings and briefings more efficient.

A good example—even in this specific case—is worth a thousand words.

5) “Digital Attitude” is promoting this inspirational column on change. And I’d like to ask you my final question specifically on the topic of Digital Mindset. In your opinion, what are some useful ways to develop it and keep it sharp?

My answer is simple but, in my opinion, very effective: spending time with and staying in touch with teenagers. Talking with them forces you to keep up and learn about new or different tools and methods. I believe there’s hardly any other way to spark, so quickly and tangibly, the desire and curiosity to explore and experiment with new things. I’m living proof of this: I started using social media with my daughter…

‍