Surfing People. Face to Face with Those Riding the Waves of Organizational Change | Teresa Del Torto

"In an era of constant change"

“In a landscape marked by transformation”

“We are experiencing a revolutionary change.”

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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.

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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.

Teresa Del Torto was born “in the region that doesn’t exist”—Molise—to bear witness to its existence and its hidden treasures. A natural-born mentor, destined to become an HR Director, she is passionate about caring for people and sees their work as a place of great opportunity and self-discovery.

A graduate of the Università Cattolica del Sacro Cuore (Educational Sciences—Specialist in Training Processes), before assuming her current role as Head of HR, she held a variety of other positions at Camplus within the Career Service and beyond. Prior to that, she gained extensive experience at other organizations, always focusing on professional training.

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1. Hi Teresa, working at Camplus gives you the opportunity to interact every day—both directly and indirectly—with students from all over Italy and beyond, who are enrolled in a wide variety of universities and degree programs. So, first of all, I’d like to ask you if, and how, you think the expectations of young people who have yet to enter the workforce are changing…

I’m less familiar with students’ expectations than I used to be because, in my most recent role as Head of HR, I interact with them less often. I can, however, respond by focusing specifically on young people entering the workforce. What I’m seeing is a growing desire to separate work time from personal time; there’s much more attention paid to work schedules and weekends, for example.

I sense, therefore, an almost radical shift from the dedication to work—typical of boomers, who are often driven by a strong sense of calling—to the growing importance of balancing and managing one’s time. That’s precisely why I wanted to watch Ben Stiller’s TV series “Severance,” which depicts an experiment in separating the professional and personal lives of certain employees, who remain completely unaware of the other. I found it very thought-provoking… This tendency toward extreme separation—like anything taken to excess—can lead to problems, and in this case, I’m thinking of how work has always been a path to personal fulfillment. I’m certainly not saying that one’s professional life should be all-consuming: as with everything, balance is key.

2. You serve as Director of Human Resources at the various Camplus locations throughout Italy’s major cities. Do you see any changes in the needs and tools used in their work, and if so, how?

There’s no doubt that digitization is becoming increasingly essential. In our case, where our team is spread out over a wide geographic area, digital tools allow us to manage our work, streamline processes, and bring order to our operations regardless of distance. This doesn’t mean adopting technology at any cost, without considering its purpose or our vision. In my view, technology should in no way replace human decision-making but rather help make our work more seamless.

To respond effectively to changes in personal and professional habits—and thus to the evolving needs of people in their daily work—we must first and foremost have a very clear understanding of the processes that digitalization can optimize in some way.

3. Speaking of recruitment, there are several challenges currently being faced in the hotel and restaurant industry. In your opinion, what is causing this crisis, and what steps could be taken to overcome it?

Right now, the job market seems erratic; there don't appear to be any clear, well-defined rules.

There’s certainly a major challenge in finding people in this sector, but I see a difference between junior and senior candidates. Among the very young, the main factor driving this difficulty is the fear of entering a sector that was among the hardest hit during the COVID-19 pandemic; they fear it may not hold up over time and that a new crisis could arise.

When it comes to experienced professionals, however, the market is very active, and when the market is as dynamic as it is now, competition plays out clearly in terms of compensation. This aspect is particularly critical because, at the same time, we must also consider the energy crisis, which is having a severe impact and therefore makes it impossible to guarantee the same long-term prospects as in the past. This makes it difficult to offer career opportunities that align with their expectations, starting with base salary.

I must say, however, that we’re also seeing a trend of people leaving large chains to join us—partly due to the reevaluations that have most commonly been referred to as the “Great Resignation” and “big life choices,” and partly because, unlike their past experiences, working with us allows them to explore a wide variety of opportunities.

As for the solution, however, it’s not easy to answer… it requires careful consideration, and doing so—at a time when uncertainty is certainly the dominant factor—is a daunting task.

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4. “Nudging.” A term increasingly used in organizations, derived from nudging theory (or the theory of nudges). 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? 

Here’s my provocative response: How can I encourage someone I don’t know?

Let me explain. To work on motivation—even the gentle kind—I believe you can’t ignore the foundation: individual understanding (without personal drivers, it’s not possible to do so).

Motivation is smart and effective when it taps into people’s motivations, which are, by definition, different. I believe that until recently, as mentioned earlier, people had clearer overarching goals (such as personal ambition, social influence, recognition, the desire to learn, etc.) and therefore more predictable drivers; now, however, these must be understood almost from scratch.

For this reason, I wouldn't know how to offer a gentle, abstract nudge; I'd first like to know exactly who I'm thinking of.  

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?

First of all, as I explained in response to another question, the fundamental issue, in my view, is to introduce technology only after carefully considering the reason for its implementation. I could summarize this idea by saying that a “pre-digital” mindset is required. Tools must serve thought: the right mindset stems from clarity regarding the objectives, direction, and processes being considered. In this way, we can achieve a digital implementation of true value. Only then should we promote and foster a healthy culture of new ideas and innovation—once we are certain that we are delivering innovation capable of tangibly optimizing experiences. When done this way, people’s willingness to learn more and embrace change comes more naturally, because they have tangible proof that it improves their daily lives and isn’t just a passing fad.

In other words: tools that align with human and organizational thinking, rather than tools that force decisions. If people remain in the driver’s seat, it’s easier to cultivate the right mindset—even in a digital context.

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