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To develop their professional and managerial skills, people need to feel supported at the various crossroads along their corporate journey.

This is the aim of TIM's development system.

It defines our specific working style, a code of conduct to follow at work.

TIM's areas of expertise are: execution, speed, pro-activity and a systemic vision.

Our development system consists of various processes that help people gain awareness of their professional characteristics, improve their skills and grow within the organisation.

Our development system consists of various processes that help people gain awareness of their professional characteristics, improve their skills and grow within the organisation.

The main development processes are:

  • Onboarding:  for welcoming new recruits to the Company (junior staff, professionals and managers), to speed up their “time to perform” and encourage engagement and “intent to stay”. In 2019 a further refinement based on feedback collected through monitoring tools (individual interviews, surveys) was carried out in order to increase the engagement of all involved. In Brazil, also considering the high turnover ratio of the Brazilian labour market, TIM Brasil focus on boarding processes has been highly maintained. In 2019, the “Evolution” training program introduced a new onboarding approach for sales force employees and managers as well.
  • Performance Management: the process involves the evaluation of the goals and responsibilities of the entire workforce (managers, professionals and office workers) and is divided into five phases (assignment of objectives, evaluation, mid-year review, evaluator’s selection, feedback). In the first four months of this year the entire 2018 Performance Management process was concluded which involved the entire Domestic Business Unit (around 47,000 people):  99.3% of people were evaluated by their direct superior and 82% stated that they received feedback from their superior. Performance Management 2019 was launched in May of that year with a phase of goal assignment, and was completed in June. At the beginning of September, the mid-year review phase started with the aim of giving people the opportunity to integrate the assigned objectives panel with new activities that emerged during the year. The phase ended at the end of October and involved 27% of people. In Brazil, TIM Brasil implemented its 2019 performance management cycle, involving the whole company, starting introducing a customized and differentiated approach for different areas of the Company, and also introducing a new innovative tool “Mais Feedback” to promote and encourage continuous feedback culture.
  • Managerial Development: with the aim of identifying and enhancing current and future Company managerial assets through a series of ad hoc processes and plans to assess the potential future usability of staff in managerial roles. In addition, to “protect” the staff base with skills which are critical and/or exposed to “market risk”, particularly young graduates hired by the Company in the last seven years, personalised paths with remuneration measures and valuable training initiatives have been defined and put in place. When filling organizational positions, TIM favors internal promotions identified using the succession planning system: each potential internal candidate’s suitability is assessed both for filling specific organizational roles and for their growth towards more complex roles. Recourse to the external market is made for specific positions of particular corporate interest, considered "core" but difficult to cover with internal resources. In Brazil,   TIM Brasil Succession system has started to be updated in the 4Q 2019 in order to align the high rate of managerial turnover and to evaluate readiness and development gaps. In 2019, TIM Brasil continued favoring internal managerial succession (around 60% of successions have been identified within the internal workforce) in alignment with its Recruiting Policies and before resorting to the external market.


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