Corporate Academy and Human Capital enhancement: the Stevanato Group model for skills development and employee engagement

This thesis explores the evolution of corporate training from a mere operational function to a strategic lever for organizational growth and sustainability, in a context of rapid technological and market changes. The theoretical framework defines Lifelong Learning (LLL) and the Corporate Academy as a strategic tool, whose objective is to cultivate learning, knowledge, and organizational 'wisdom' (the ability to apply knowledge to business objectives). After establishing a comparative framework based on international contexts (EU/Italy) and best practices (e.g., Enel, Zucchetti, Deutsche Bahn), the research focuses on the case study of Stevanato Group, a company in the embryonic stage of establishing a global Corporate Academy. By adopting a Mixed-Methods methodology (qualitative interviews with the Senior Director L&D and the External Partner Praxi, and a quantitative questionnaire administered to 75 employees), the study evaluates the strategic alignment, perceived effectiveness, and critical success factors of the transitional training model. The integrated results confirm the strong effectiveness and strategic alignment (hybrid OD-BP model) with business objectives, particularly in overcoming the technical skill gap in core areas like Operations and R&D. Training is quantified as a powerful factor for retention and motivation, with the maximum positive impact concentrated in the strategic segment of Core Employees (1–7 years). However, the analysis also highlights three crucial challenges for the design of the future Academy: • Content: Senior personnel and those with high educational attainment require more advanced content with greater strategic coherence, particularly Leadership and Management Development programs. • Operational Barriers: The main obstacle to participation is Lack of Time (for Core and Senior employees), suggesting the need to adopt Learning in the Flow of Work methodologies. • Operational Model: The marked division of preferences by seniority requires a hybrid and balanced structure (Specialist vs. Generalist) to maximize organizational buy-in. In conclusion, the thesis validates the current system as a "virtuous model" and provides the necessary empirical evidence and clear strategic direction for the implementation of the new Corporate Academy, emphasizing its potential for a high Return on Investment in human capital.