A project entitled “Managerial Competencies of Area Heads and Coordinators: evolution of the role” was born of the need to follow the deep and significant changes to the market taking place within the world of publishing. This scenario led Giunti Editore to formulate a strategic growth plan for its National Managers and Coordinators, two figures of key importance to the company's organizational success.

The overall goal of this process was to re-interpret and re-conceive the organizational role of these two professional figures in the light of the challenges posed by the market, regarding change as an opportunity to be exploited.
The methodology chosen facilitated the achievement of the overall goal by pursuing the following operational objectives:

  • consolidating the competencies related to the participant's leadership abilities; 
  • guiding the participants towards the perception of change as an opportunity; 
  • improving the organizational and management aspects of their work.

The initiative was structured according to a dual logic:

  • significant attention was paid to the identification and analysis of training needs, by means of a careful assessment of the initial question put forward by Giunti Editore; 
  • the customization and contextualization of the training activity following the results of the diagnostic stage. The careful identification of the individual dimensions enabled the preparation of a development program that was consistent with people’s profiles and with the relevant organizational context.

The analysis of the question was performed on three levels:

1. At organizational level, through interviews with the Sales Manager, to identify the dimensions and competencies that the company intended to enhance in its growth process.

2. At group level, by carrying out two focus groups involving two company populations - National Managers and Coordinators - with twin objectives: to share with them the training needs identified by Giunti Editore; and to assess the degree of alignment between the training needs identified by the company and those perceived by themselves.

Focus groups are a fieldwork technique based on free discussion among a small group of people, regarding a number of general themes or prompts. A comparison and sharing of experiences, viewpoints and “perceptions” of significant events within the role held enabled the identification of actual training needs, thus encouraging the participants’ involvement and their commitment to the initiative.

At the end of the question analysis stage, the development initiative that had been initially hypothesized was re-conceived and reformulated in the light of the results emerging. In particular, further dimensions to those originally hypothesized were identified for analysis and assessment.

3. At individual level, through the online administration of the Agentic Leadership Questionnaire (ALQ), which enabled the identification of each person’s prototypical leadership style and thus an assessment of his/her strengths and areas for improvement in relation to the expected role. The results of the test were then shared with the participants in the course of individual interviews.

The results emerging from the question analysis stage formed the basis for the design of the two development paths.

The results emerging from the follow-up stage, which took place one month after the two training days with both populations involved in the training process, were extremely interesting; the objective of this initiative was to assess - also through the description of self-cases - whether and how these people had been able, since the end of the course, to experience working situations in which they had directly used or reused subjects and tools examined during the course.

Involvement, the assumption of responsibility, sharing, listening, explanations, collaboration, analysis, synergy, awareness, planning, and a supportive and non-punitive attitude are regarded as “keystones” - among both by National Managers and Coordinators - in facilitating people’s development and in improving their individual and organizational performance.

In 2003 Giunti Psychometrics expanded its foreign market by founding OS Hungary Tesztfejleszto. The company, based in Budapest, stood up in the sale of educational tests to organizations supported by the Government: educational counseling centers for children, hospitals, clinics, schools, and universities.

Furthermore, the company has won numerous tenders for adaptation to tests supported by the EU.

In the Human Resource area, in addition to governmental organizations, the company supports major companies such as KPMG, DM, Telenor, Agip Hungária, Bristol-Myers Squibb, ALDI, Audi Akademie, and Bombardier Transportation Hungary.