EP.003 – A Coffee with Simona Maiocchi

In this article, you will find the complete transcript of the interview with Simona Maiocchi, an organisational development consultant, HR temporary manager, and executive coach. An opportunity to discover what it truly means to “do coaching” in a company and how the role of a temporary HR manager can be a strategic asset for SMEs that want to grow, structure themselves, and develop their human capital.

Complete interview transcript

Massimo: Good morning and welcome back to Marketing Caffè B2B. Today we’re having a coffee with Simona, to whom I extend a warm welcome. To stick to our “coffee break” rule, I’ll start by asking you to tell us who you are, what you do, and how you support companies.

Simona: Good morning! I’m Simona Maiocchi, a consultant specialising in organisational development. My two main activities are coaching and human capital management in companies. I provide individual or team coaching programmes, or I use coaching as a tool to support organisations (profit and non-profit) in managing and valuing people, whom I consider a true asset.

Massimo: When we talk about coaching, we often think of an individual, one-on-one journey. However, you also describe it as an organisational lever. Could you explain this aspect further?

Simona: Of course. Coaching is first and foremost a tool for personal awareness: growth always starts with the individual. If I don’t grow as an individual, my company doesn’t grow either.
After this individual phase, it becomes useful to extend the work to the entire team: this is what I call team coaching. These are guided dialogue and discussion programmes within work groups, to improve communication and align dynamics with company objectives. If an individual doesn’t want or doesn’t have the opportunity to grow, the team doesn’t grow, and consequently, the organisation doesn’t grow.

Massimo: You mentioned “company objectives”, which is a key phrase when talking to entrepreneurs or managers. Do you have a concrete example of how this approach has generated results?

Simona: Yes, a recent case involves a metalworking company with about 120 employees. It had never had internal coaching programmes or a structured HR department. I supported them as a temporary HR manager, activating individual and group coaching for managers, many of whom were technicians who had become “managers” without specific training in people management.
In parallel, I initiated the startup of the HR department, implementing policies and procedures that didn’t exist: from supplementary contracts to holiday and leave management, up to true internal dialogue. After about two and a half years, the department was structured, and the company was able to hire a stable internal resource. My goal was precisely that: to build, train, and then hand over autonomy.

Massimo: Indeed, many European SMEs don’t have a structured HR department; often, the owner or administration also handles personnel management. When is it advisable to introduce an external figure like a temporary HR manager?

Simona: It’s advisable to do so when there isn’t a dedicated internal figure or when HR activity is too fragmented, for example, when training, safety, recruitment, and privacy are managed by different people without a unified vision.
It’s also useful during periods of company change, such as mergers or reorganisations, where it’s necessary to guide people through the transition and harmonise company culture.
Every change generates emotions and resistance: this is normal, but it needs to be managed. An external HR, with cross-functional skills and a neutral perspective, can help build a sustainable change process.

Massimo: In closing, I’d like to ask you for an “express tip,” as per our podcast rule. Where should an entrepreneur or manager who wants to invest in human capital start?

Simona: The first piece of advice is not to underestimate the HR area: it’s not just about managing hours and holidays, but the foundation upon which the organisation is built.
Then, choose an experienced person from the outset, even an external one, who can structure the processes.
I believe the ultimate goal should be to create a stable internal figure, because every company needs a human point of reference, capable of listening, mediating, and guiding people in their growth.

Massimo: Perfect. Simona, thank you for this virtual coffee and for the insights you’ve shared. How can our listeners contact you?

Simona: The easiest way is through LinkedIn, by searching for Simona Maiocchi. I live in the province of Mantua, but I work throughout Italy and am always available for a discussion or to better explain my approach to human capital management.

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