The recipe of the pioneers: listening, inclusion and internal mobility

In the twenty-fifth anniversary year of the Great Place to Work classification, it is the pioneering companies that tell better than others what it means to build a solid working environment over time: companies that, year after year, continue to appear in the classification because they have transformed listening, flexibility, development and inclusion into stable elements of corporate culture. These are the ingredients that unite companies such as Eli Lilly, AbbVie and ConTe.it Assicurazione. Three realities that range from sectors such as pharmaceutical and biopharmaceutical to insurance, but which share a common trait: the idea that retaining people, making them grow and enhancing their contribution is a strategic lever, not an accessory chapter of HR policies.

For Eli Lilly, a pharmaceutical multinational that has been among the best workplaces for twenty-two years, the theme of internal growth passes through structured job rotation paths with programmes that allow both new hires and more experienced employees to move between different roles, expanding their skills and understanding of the business as a whole. The focus on dialogue between generations is also strong. "Today we manage up to four generations at the same time in the company, and instead of experiencing it as a challenge, we treat it as a real asset," explains Manuela Schumann, VP HR & Site Services Italy Hub. In fact, the company has activated mentoring and reverse mentoring programmes, as well as 'Generation-L', an employee resource group dedicated to generations and designed to foster inclusion and exchange between colleagues at different stages of their professional lives. Listening is also considered central: regular surveys help to gather feedback and guide actions, while on the diversity and inclusion front, several other employee resource groups play a key role in promoting an inclusive culture and raising awareness of relevant issues within the organisation. "We work to ensure that people know how to react, confront and actively contribute to the creation of an environment that is respectful and open to differences," Schumann points out, noting that one of the most recent initiatives is the 'How to react' campaign, designed to offer concrete tools on how to deal with micro-aggressions in the workplace.

Un momento del Family Day a Eli LIlly

At AbbVie, a biopharmaceutical company that has been in the rankings for twelve years, the centrality of people translates above all into internal mobility, training and the valorisation of points of view. "Today, at least three generations coexist in the company and giving value to each point of view is an extraordinary opportunity," observes Manuela Vacca Maggiolini, HR director. The intergenerational dialogue is nurtured through mentorship programmes, dedicated training courses, talks and workshops, while professional growth is also measured by concrete data: "In the two-year period 2024-2025, there were more than 100 internal moves and 60 short term assignments on cross-functional projects at national and international level". On the listening front, the company carries out structured feedback processes, internal climate surveys and listening groups to give voice to different corporate communities. 'Communication that is able to gather everyone's voices is fundamental,' Vacca Maggiolini emphasises. Flexibility means smart working, adaptable working hours and leadership that focuses on autonomy, responsibility and lean organisational processes.

Dipendenti di AbbVie nel giardino principale dell’azienda

On the other hand, ConTe.it Assicurazioni, which has been in the rankings for 17 years, links its model to a strong emphasis on mutual trust and an organisation built to make work more flexible. "Three major milestones have been invested in: the evolution of our hybrid model, which guarantees flexibility and respect for work-life balance; the spread of artificial intelligence, to free up colleagues' time and turn them into 'agents of change'; and the commitment to diversity & inclusion, culminating in the 'Go beyond program', a managerial growth path dedicated to our talented women," emphasises CEO Antonio Bagetta. A commitment that translates into a hybrid model with minimal presence in the office, flanked by 'short Fridays', flexible entry and exit and modulated lunch breaks, support for parenthood and post-maternity, listening tools and a direct channel for questions to top management. Job rotation and intergenerational dialogue are also supported by initiatives such as the 'perform&growth' platform for mentoring and coaching and by European global mobility policies. This is flanked by measures for wellbeing and mental health such as the H24 psychologist, free mindfulness sessions and sports activities including padel and beach volleyball tournaments, with a vision in which fun also becomes a pillar of value.

This is probably the lesson that, on the 25th anniversary of the ranking, comes most clearly from the pioneering companies: the ability to last also depends on the ability to build credible, coherent and inclusive workplaces.