Behind the scenes of public competitions: an interview with Lara, contest manager at Recrytera

In a context where the organization of public competitions is of strategic importance, the Contest Manager plays a crucial role in ensuring that they are run regularly and effectively. In this exclusive interview, we will explore the responsibilities and dynamics of this professional role with Lara, contest manager at Recrytera. Lara will offer us a privileged insight into the competition process, from conception to conclusion.

1. We recognize the crucial role of the contest manager in organizing and managing public competitions. Could you please describe your main responsibilities in detail and explain how they fit into the broader competition process, from conception to conclusion?

The contest manager is the professional responsible for designing, planning, coordinating and supervising all stages of a public competition in accordance with current legislation (e.g. Legislative Decree 165/2001, the Public Contracts Code and the Digital Administration Code) and the administration’s objectives. Their role involves more than simply ‘executing’ the procedure; they collaborate closely with managers, legal departments, committees and suppliers, acting as the internal and external point of reference for the entire competition process.

To integrate customer requirements with the needs and correct procedures for carrying out the entire selection process, it is important to work closely with the Administration and support it in the correct interpretation of constantly evolving regulations. The Contest Manager’s main responsibilities can be summarized as follows:

1) Conducting needs analysis and designing the call for applications.

– Collaborating with HR departments and management to define recruitment profiles based on staffing levels and requirements plans. They draft or coordinate the drafting of the competition announcement, taking care of entry requirements, selection methods (tests, qualifications and scores), evaluation criteria, legal requirements and administrative transparency. They ensure that the announcement is published correctly on official portals (INPA, the Official Gazette, the institution’s website, etc.).

2) Providing support and secretarial services for the Examination Board: Organizes meetings and provides the Board with technical and administrative support. Responsibilities include recording proceedings, ensuring the confidentiality of documents and the correct application of assessment criteria. The role also involves intervening to ensure procedural fairness and compliance with deadlines, without influencing the merits.

3) Management of transparency, documents and appeals. Oversee the publication of documents such as rankings, minutes and scores. Responsible for managing requests for access to documents and applications from candidates. They coordinate with the legal department on the management of administrative appeals or disputes. Ensures compliance with privacy (GDPR) and anti-corruption (Law 190/2012) regulations.

4) Conclusion and recruitment of staff: Supervises the approval of the final ranking. They coordinate communication with successful candidates and the start of recruitment. Provides support to offices in recruiting staff and drawing up contracts.

2. The landscape of public competitions is constantly evolving, often due to the introduction of new regulations or methodologies. What are the most significant daily challenges you face in your role, and how do you view the current direction of change in public competitions, particularly considering recent reforms?

As the person responsible for organizing and managing public competitions in Italy, I am faced with a variety of complex challenges daily. These challenges reflect the regulatory, technological and social developments within the public sector. Below, I list the main difficulties and provide an analysis of the current direction of change, considering recent reforms.

In recent years, reforms such as the PNRR and PA reform have introduced new recruitment methods involving simplified, digitized and faster procedures. To adapt quickly to these changes, it is necessary to continuously update procedures, internal regulations and operating practices. Regulations are often complex, with margins for interpretation that make uniform application across agencies difficult. Abandoning traditional written tests (e.g. essay-based and handwritten) in favor of multiple-choice quizzes and digital tests enables more competitions to be held each year. It is important to be present and provide good advice to achieve both quantitative and qualitative results.

In fact, selection processes are increasingly geared towards testing practical and aptitude skills, as well as theoretical knowledge.

My task is to integrate new methodologies with the authorities expressed needs, with a view to achieving efficiency, transparency and fairness.

3. There is much talk today of a paradigm shift in public administration, which now seeks not only technical skills, but also a range of soft skills. From your perspective, which soft skills are essential for individuals aspiring to work in public administration, and how should they be assessed during competitive examinations?

Public administration is undergoing a period of profound renewal. This involves more than just changing tools and procedures; it represents a genuine re-evaluation of the ideal profile of a public employee.

While the focus was previously almost exclusively on technical and regulatory skills, there is now a growing recognition that the quality of public service also depends on a set of soft skills that are essential for dealing with complex, dynamic and relational contexts.

The soft skills that I consider essential are:

  • The ability to work in a team: modern public administration increasingly involves cross-functional and interdepartmental projects; working in silos hinders innovation and service quality.
  • Effective communication (written and oral): this is essential for interacting with citizens, colleagues, and external stakeholders. It requires clarity, conciseness, and active listening skills.
  • Problem solving and critical thinking: today’s bureaucracy should solve problems, not create them. We need people who can interpret regulations intelligently and flexibly, with a view to achieving goals.
  • Stress management and adaptability: the regulatory and operational environment is constantly evolving. Public employees must be able to respond resiliently to peaks in the workload, reforms, and organizational changes.
  • Results orientation and a sense of responsibility are also essential: an increasing number of organizations are adopting performance management approaches; it is no longer enough just to “do”, you must “achieve objectives”.
  • Soft digital skills: these are not just technical skills; they also involve the ability to navigate digital environments, learn to use new tools, and make informed use of data and platforms.
  • Ethics and a sense of public service: this is perhaps the most ‘forgotten’ yet essential soft skill: knowing how to reconcile compliance with rules with public interest and collective well-being.

4. Given that the PA aims to become more efficient, innovative and service-oriented, what qualities is it looking for in candidates participating in competitions? Which profiles and skills does the PA prioritize to build its future?

The future of public administration is looking for professionals, not bureaucrats. People who can work intelligently and independently, and who have a strong sense of service. People who are not afraid of change, but who can guide it. This slow paradigm shift is not without resistance, but it is now irreversible. More and more job advertisements, particularly at central government level (civil service, ministries and agencies), favor hybrid profiles, such as lawyer + digital skills, administrator + project management or technician + public communication. Candidates should be young but not inexperienced; many competitions aim to recognize educational and professional experience gained in the private or third sectors to bring new ideas to public administration.

We are looking for proactive individuals who can demonstrate regulatory knowledge, analytical skills and the ability to make proposals during the oral phase.

Public administration continues to require specialist profiles, such as lawyers, accountants, engineers, IT specialists, environmental experts and administrative technicians. However, the ability to adapt technical skills to different interdisciplinary contexts in an ever-changing regulatory and organizational landscape is becoming increasingly important.

Ideal candidates are agents of change who can propose new solutions, use digital tools, digitize processes and simplify compliance. This also applies to ‘traditional’ roles, such as administrative officer: nowadays, the ability to rethink processes, rather than just manage them, is required. It is no longer enough to ‘do your part’: the profiles sought are those that can see the bigger picture, work towards objectives, and have a spirit of service. The PA is looking for candidates who understand that efficiency is a means to an end, not an end in itself: a way to offer better, more accessible and transparent services. The PA is looking for people who are willing to learn and embrace new ideas, and who are flexible, curious and up to date. Qualifications alone are not enough; the ability to keep up to date with regulations, technologies, and methodologies is required.

5. Selection methods in public competitions are undergoing significant changes, with the introduction of more dynamic tests that focus less on mere memorization. Could you explain how competition tests are evolving and how these new methods aim to identify candidates who best meet the current needs of public administration?

Certainly, we are witnessing a real paradigm shift in the way public competitions are selected in Italy. Reforms in recent years, driven mainly by the PNRR (National Recovery and Resilience Plan), the Recruitment Decree, and the need to modernize administrative processes, are leading to a radical transformation of competition models. The aim is to make them: 

  • more agile in terms of time; 
  • more consistent with the actual skills required; 
  • more meritocratic and transparent. 

Historically, written exams were based almost exclusively on the rote memorization of laws and regulations. Today, however, the emphasis is on understanding how to apply them, with questions increasingly focusing on case studies or real-life situations (What would you do if…?’). The focus is on logical and legal reasoning skills, rather than slavishly repeating articles. 

Written tests are almost always computerized and comprise multiple-choice questions. In addition to the technical and regulatory components, tests now increasingly include logic and critical reasoning, text comprehension, digital skills and numerical skills. 

The advantages are certainly the speed with which corrections are made and rankings published, as well as the objectivity and transparency of the process (it is difficult to contest an automated response). 

There is also greater use of aptitude and behavioral tests (soft skills). 

The following are currently being tested (and are already in use in some organizations) and are becoming more widespread: Situational Judgement Tests (SJTs), tests based on realistic scenarios designed to evaluate decision-making, ethics, and problem-solving skills. 

Behavioral questions in interviews: ‘Tell me about a time when you had to work under pressure’. 

Assessment centers (still rare) involve group tests, role-playing and simulated discussions to observe transferable skills. 

Interviews are increasingly focused on motivation and soft skills. The oral exam is no longer just a test of knowledge; attention is also paid to motivation for the role and public mission, consistency of studies and experience, communication and interpersonal skills, digital skills, and operational flexibility. The importance of qualifications (educational and professional) is growing, especially for technical or specialist competitions. 

In some cases (e.g. PNRR competitions, ICT or STEM profiles), the assessment of qualifications can replace a test or carry significant weight in the final ranking. 

6. In conclusion, what advice would you give to someone who wants to pursue a career in public administration? Which aspects should they focus on most to prepare for competitive examinations and become successful public administrators?

Anyone wishing to pursue a career in public administration in Italy today is entering a very interesting, yet challenging, period: public administration is undergoing a transformation and is looking for individuals who can contribute value rather than simply follow rules. If I had to give one piece of advice, it would be three pieces of advice, all of which are related to each other and concern mindset, method and motivation.

1. Develop critical and practical thinking skills and go beyond rote learning.

Memorizing articles and regulations is no longer enough. Nowadays, it is essential to understand the principles that underpin administrative action, such as transparency, legality, effectiveness and impartiality. You also need to know how to apply regulations to practical cases, complex contexts and concrete problems, and adopt an integrated approach that combines legal, economic and digital skills.

2. Develop your transferable and digital skills.

Those entering public administration today need to be able to use platforms, databases and online collaboration tools, work in teams remotely on complex projects and communicate clearly with citizens, colleagues and external parties.

3. Clearly explain why you want to work in the public sector.

Public sector jobs are not just about job security anymore. Above all, they should offer the opportunity to serve citizens, take responsibility for the community and contribute to modernizing and improving the country.

This interview offered a comprehensive overview of the current dynamics and transformations occurring in public competitions and administration. We discussed the importance of taking a dynamic approach to selection and identified the need to select individuals who can contribute to innovation and efficiency in public administration.

Lara’s final recommendations offer valuable advice for individuals aspiring to a career in public administration, stressing the importance of targeted preparation and a comprehensive grasp of the evolving demands of the field.

Il ruolo degli psicologi nei concorsi pubblici

The role of psychologists in public competitions: interview with the Recrytera team

In an era of public sector renewal and the search for new talent, the selection process has evolved into an art form that goes far beyond the mere CV. So, what does it really mean to identify the right people to drive change? We asked those who, every day, help shape the future of our institutions: the occupational psychologists at Recrytera. In this interview, you will discover how their vision and expertise are transforming public competitions by placing both skills and individuals at the heart of the process. 

 

  1. What does it mean today to be an occupational psychologist in the dynamic context of public selection?

Being an occupational psychologist in public selection today means operating in a context characterized by profound changes and complex challenges. In fact, the Public Administration is experiencing, since the post-Covid period, a transformation process that requires new skills and approaches in the selection and assessment of candidates. Moreover, the need to manage the turnover due to the massive retirement of public personnel, the entry of new generations within the Public Administration and the need to make it attractive to them require selection tools capable of intercepting different skills and changing professional expectations. In this context, it has become necessary to move from selective forms aimed at assessing knowledge to models aimed at assessing skills. Within this scenario, the occupational psychologist is called upon to strategically fit in and operate in a standardized context, supporting administrations in the definition of competence profiles aligned to organizational needs, designing scientifically based methodologies that guarantee validity and reliability, managing high volumes of applications but always operating within the regulatory framework and maintaining high quality standards. 

 

  1. What is the concrete contribution that an occupational psychologist can make within a company like Recrytera?

An occupational psychologist can make a concrete and distinctive contribution within a company like Recrytera, bringing added value linked to an in-depth understanding of human behavior and relational dynamics in organizational contexts. This means being able to read what happens “beyond” numbers or procedures, introducing new perspectives within often standardized processes. Through specific competences in the assessment of soft skills, in the management of group dynamics and in the promotion of organizational well-being, the occupational psychologist can contribute to improving the effectiveness of selection processes, onboarding, competence development and management of the corporate climate. Moreover, he or she can help intercept signs of potential criticality, facilitating greater coherence and integration between people, roles and organizational culture. In this way, his intervention becomes a bridge between operational efficiency and attention to the human factor. 

 

  1. How does the psychological approach change when working on selections for public competitions compared to the private sector?

In the public sector, the tools used in the assessment of transversal competences, within the framework of selection procedures, need to be designed in a structured manner and must respect criteria of transparency, impartiality and objectivity, keeping as references regulatory guidelines and administrative regulations, which delimit their flexibility in use. All this must be experienced in terms of opportunities, taking up the challenge offered by the Public Administration, to ensure objective selections, responding to the needs expressed by the administrations, which are able to identify the best candidates capable of effectively filling the required role and bringing added value to the organizational structure. 

 

  1. How do you support candidate assessment processes in public competitions managed by Recrytera?

Starting with the needs analysis process, we provide consultancy in the design of recruitment strategies, from the construction of specific notices of competition to the identification of tests aimed at assessing the soft skills described in the model of transversal competences needed to successfully fill a specific role or set of roles in an organization. The consultancy activity also includes support in the description of the professional profile (job description) and the soft skills required for the specific profile. To this end, we complement Selection Boards as expert members in the soft skills assessment phase of the selection process. 

 

  1. How important is the human component in automated or digitized selection processes?

Technology must be seen as a tool that enhances and does not replace the role of psychologist. As a psychologist experienced in personnel selection for public administrations, I believe that the human component remains fundamental even in digitized selection processes, for several reasons. First, the role of the human factor is irreplaceable. Indeed, digital tools can process data and identify patterns, but the contextual interpretation and evaluation of behavioral dynamics still requires expert human judgement, as each candidate is unique and may require a differentiated approach that only the expert eye can grasp and critically evaluate. Furthermore, automated systems can produce results that need interpretation and validation by trained professionals. Automation can be very effective for the first selection phases (requirements verification, administration of standardized testing tools) and can provide support for the evaluation phase, but the final synthesis must always involve expert input. Therefore, the most effective approach should integrate the efficiency of digitization with human expertise, ensuring faster processes but maintaining the evaluation quality needed to identify the best talent. 

 

  1. How do you experience teamwork in a company like Recrytera, where very different figures collaborate?

Collaboration with different figures is a very valuable element. Indeed, each team member contributes not only with his or her specific expertise but also brings a particular perspective on the functioning and objectives of the organization. 

This multiplicity of outlooks makes it possible to develop a more complete and articulated vision of the projects, where each contribution enriches the overall understanding of the company’s objectives and strategies. The daily confrontation with different methodological approaches stimulates a continuous learning process that goes beyond purely technical skills. 

The richness of this collaboration lies precisely in the ability to integrate different professional languages and logics, creating a working environment where individual growth is nourished by the diversity of the group. Each interaction becomes an opportunity to broaden one’s professional perspective and to contribute in a more conscious and strategic way to collective success. 

What emerges from this dynamic is a corporate culture based on the positive contamination of ideas, where curiosity about the other’s approach becomes a catalyst for innovation. Professional diversity is thus transformed into a tangible competitive advantage, allowing challenges to be met with greater creativity and flexibility, and offering more comprehensive and innovative solutions. 

 

  1. What are the most interesting challenges of the role and how do you prepare for them?

The most interesting challenge of our role is to win the trust of administrations and commissions, demonstrating the concrete value that the occupational psychologist can bring to public selection processes. Indeed, we are frequently confronted with an initially skeptical approach, which we find understandable considering that the assessment of soft skills within public competitions is still a relatively new element. 

What makes this challenge particularly stimulating is the need to translate theoretical competences into measurable results and demonstrate through action how our contribution can improve the quality and effectiveness of selection processes. It is not a matter of imposing a vision, but of integrating harmoniously into established procedural mechanisms and already structured operational routines, bringing added value that becomes immediately recognizable. To address this situation, we focus on consistency between what we propose and what we implement. Constant preparation, both from a technical and regulatory point of view, allows us to consolidate professional credibility and to make evident the operational benefits that derive from integrating the assessment of soft skills, always proposing relevant and easily implemented solutions. 

Success is measured when our presence is no longer perceived as an additional element, but as a natural and valuable component of the process. 

 

  1. What advice would you give to a young psychologist who wants to pursue this career?

The first piece of advice is to develop a solid understanding of the regulatory and procedural context that characterizes the public sector. It is not enough to have excellent psychological skills: it is essential to acquire an overview of the institutional mechanisms, organizational logic and specificities that characterize this professional field. This transversal knowledge becomes the basis for effectively applying one’s specialized skills. 

We also suggest cultivating a flexible and problem-solving mindset. Every situation presents unique characteristics and requires the ability to creatively adapt one’s skills to changing contexts and objectives. The ability to think outside the box and find innovative solutions is often more valuable than the rigid application of standardized protocols. Developing excellent communication and interpersonal skills is crucial, as professional success largely depends on the quality of interactions with interlocutors with different backgrounds and expectations. Knowing how to build trusting relationships, mediate between different needs and translate complex concepts into accessible language is a key distinguishing skill. 

Finally, we recommend cultivating a genuine passion for continuous learning and professional development. The constant evolution of the sector requires professionals capable of anticipating change, adapting quickly to new developments and actively contributing to innovation in processes and methodologies. 

 

  1. How is your figure integrated into Recrytera’s processes to ensure fairer, more transparent and person-oriented selections?

The integration of the figure of the occupational psychologist in Recrytera’s processes is articulated differently according to the types of tests, always guaranteeing fairness and transparency through specific methodological approaches. 

For written tests, our contribution focuses mainly on the design phase of the assessment instruments. In addition, we also deal with the definition of objective and standardized criteria that enable uniform assessment and minimize interpretative variability. Furthermore, we contribute to the statistical analysis of the results to identify any anomalies or criticalities in the evaluation process. In oral tests, on the other hand, our presence takes on a more direct and operational character. Here we can deploy specific skills in observing behavioral dynamics and conduct structured interviews, ensuring that each candidate is assessed according to consistent and transparent parameters. Our role becomes crucial in detecting not only the declared competences, but also in assessing how these are concretely manifested through behavior and interaction with the candidate. 

To give an example: communicative competences emerge not only from the content of answers, but also from the ability to modulate the linguistic register and to use language appropriate to the context. This level of observation allows one to grasp nuances that go beyond theoretical preparation, revealing the real ability to transfer knowledge into operational contexts. 

This multidimensional observation makes it possible to construct a more complete and realistic profile of the candidate, integrating technical knowledge and transversal skills in a holistic assessment of his or her suitability for the role. In both contexts, our figure represents an element of methodological guarantee that ensures respect for the principles of meritocracy and transparency, adapting the assessment tools to the specificities of each type of test and always keeping the objective of a fair and person-oriented selection at the center. 

 

  1. How does the professionalism of the occupational psychologist contribute to enhancing the human approach that Recrytera applies in public selection processes?

Our psychological training is a key element in keeping the person at the center of selection processes, even when operating within strict regulatory frameworks. Our contribution consists in ensuring that each assessment, while respecting the required criteria of objectivity and transparency, considers the complexity and uniqueness of each candidate. 

This translates into the ability to go beyond a purely technical assessment, integrating a deeper reading of people’s transversal competencies, motivations and growth potential. Our approach helps to identify not only what a candidate can do, but also how he or she approaches professional challenges and what contribution he or she can really make in the specific context. Our professionalism also contributes to creating a more welcoming and constructive assessment environment, where candidates can feel valued as individuals and not just as bearers of skills. This climate of respect and attention facilitates the emergence of real individual potential, allowing for a more accurate and meaningful selection. 

In essence, our role is to humanize processes that might otherwise be impersonal, transforming every moment of assessment into an opportunity to recognize human values, where technical excellence is combined with the authenticity of the person. 

The interview with Recrytera’s occupational psychologists gave us a clear and inspiring perspective: the future of public selection is already here, and it is based on an intelligent integration of technology and the human factor. Recrytera’s commitment to a people-oriented approach, guided by solid scientific foundations, shows how excellent results can be achieved while ensuring fair and transparent processes. A virtuous example of how innovation and care for people can go hand in hand, building a public service that is increasingly equal to the challenges of tomorrow. 

Who is the DGE in public competitions

Who is the DGE in public competitions: interview with Pierluigi from Recrytera

The organization of public competitions has undergone a radical change thanks to digitalization and innovation in logistics processes. To find out more about the crucial role of the General Event Delegate (DGE), we interviewed Pierluigi, a Recrytera professional, who shared his experiences and the challenges facing the sector.

Interview with Pierluigi

Hello Pierluigi. Thank you for agreeing to answer our questions about your work as DGE at Recrytera.

What attracted you to this job?

‘I have always had a strong interest in organization and management, combined with a passion for technological innovation. Working in the management of public competitions allows me to reconcile my propensity for logistics with my desire to contribute to a process that offers opportunities and transparency to all. Digitization has opened new horizons in this field, making management more transparent and accessible.’

What are the tasks of the DGE?

‘The DGE is responsible for managing the warehouse of the territory entrusted to him, organizing the movements of all inventoried material using ERP management software. He is also responsible for training, managing, and organizing the teams of technicians who support him during digital testing, and, if necessary, requesting travel (hotel bookings, hire of transport vehicles) for events outside the area where the warehouse is located. Furthermore, he ensures the correct preparation of the competition spaces before events and manages the creation of the tests on the digital platform, interfacing with the members of the examination commission and finally guiding them through the correct anonymous correction procedure. Finally, he trains and manages the external reception and supervision teams to ensure that the tests run smoothly.’

 

What skills do you need to be a general events delegate?

Core skills include a good knowledge of public competition law, and the digital platforms used. Time management and problem-solving skills are essential, as is the ability to work in a team. You also need to be able to manage the roles of all staff involved in the competition process to ensure that each step of the process is carried out efficiently and to standard.

 

Can you tell us something about the type of activity your profession involves?

My job concerns the management of the competition event in all its operational phases. I am responsible for organizing the staff involved, creating digital proofs and managing them on our competition platform. I also set up the competition rooms and supervise the tests. In addition, I support the selection boards throughout the competition tests, ensuring that their requirements are met and that the process runs smoothly.

 

How does Recrytera inform you about these competitions?

‘Our company informs us through communications that arrive directly in the inbox of the company profile. Another key tool for sharing information about each competition assigned to a DGE is Microsoft’s SharePoint platform, where all the information about the competitions is updated in real time. Furthermore, in addition to weekly update meetings, each Procedures Manager maintains direct contact with the DGEs to update them on all the particularities and needs of each assigned event.’

 

For several types of recruitment, do you always have the same approach, or does it change depending on the event to be managed?

‘As DGE, my job is to maintain the high standard of the services offered by my company, regardless of the size of the event. Although the specifics may vary, the objective is always to ensure flawless organization, respecting the established timeframes and procedures.’

 

What are the main challenges a DGE faces in managing a public competition?

‘One of the main challenges is certainly managing the bureaucratic complexity and the coordination of all the actors involved. Another difficulty is to maintain focus and calm in nervous or demanding situations, which can occur during the execution of the tests, especially in high-pressure contexts.’

 

How has the competition sector changed in recent years and what role does digitization play?

‘In recent years, digitization has radically transformed our sector. Before, much of the activity was manual and paper-based, but today we can manage everything online, from entries to assessments. This has made competitions more accessible and transparent, reducing management time and increasing data security. Digitization also allows us to collect and analyze data more precisely, constantly improving processes.’

 

What advice would you give to those who want to pursue this career?

‘I would recommend having a solid background in public regulation and event management, as well as developing digital skills, as technology is now crucial. In addition, the ability to work under pressure and suitable time management are crucial skills. I also recommend staying up to date with regulatory news and new technologies that are changing the industry.’

 

How has Recrytera innovated competition management compared to traditional methods?

‘Our company has adopted a methodology designed to automate and speed up selection activities, improving the entire management and better integrating all organizational and production processes. This reliable digital system ensures meritocracy and fairness at all stages, as well as unchangeability, inalterability and anonymization of data. In addition to ensuring significant ecological savings by eliminating paper, this innovation has optimized time and service quality.’

 

The interview with Pierluigi allowed us to understand the value and complexity of the DGE role. Thanks to digitization and advanced tools, the public competition sector is becoming increasingly efficient, ensuring transparency and accessibility for all candidates.

il ruolo di osc nei concorsi a supporto delle commissioni

The OSC’s role in public competitions: interview with Andrea from Recrytera

The management of public competitions has been revolutionized by the introduction of digital technologies and innovations in organizational processes. To better understand the fundamental role of the Competition Support Operator (OSC), we met Andrea, a Recrytera professional, who shared with us his first-hand experience and the main challenges of this evolving sector.

Who is the OSC in public competitions: interview with Andrea from Recrytera

What is your specific role during a public competition test? 

My role is to provide support to the Competition Commissions, particularly in the phases just before the competition test, to manage the questions prepared by the Commissions and to help them upload these questions onto our platform and the subsequent start of the identification and delivery of the tablets by the operators in charge.

 

What are the main needs of the Commission and how do you support them on the day?

The main need of the Commission is to be supported by a reference person at each stage of the procedure.

In particular, the person who supports the board on the day of the competition manages the technological aspects of the procedure, prepares the necessary reports and provides a summary of the data relating to the competition tests.

 

What activities do you carry out before the start of the test to ensure that everything runs smoothly?

Once the envelopes containing the test questions have been prepared, it is necessary to communicate with the DGE to ensure that the information has been passed correctly, and that staff is ready. Once this is confirmed, authorization will be given to open digital check-in.

 

How has Recrytera revolutionized Commission support and what innovations does it bring to the industry?

With the OSC, Recrytera has introduced a figure who is fully at the service of the Commission. Often the competition rules are a real issue in themselves and the OSC is an invaluable guide.

Among the innovations that Recrytera has brought to the sector, we would like to mention our platform, which manages the entire competition process in a secure, transparent and automated manner, from the invitation and identification of candidates to the return of results and their final publication on the platform.

 

What tools and materials must always be available to the Commission during the test? 

The commission usually has a reserved room to be able to prepare the questions in the examination independently. The equipment often provided includes a printer, paper, and envelopes to insert the papers and seal them.

 

What procedures do you have in place to ensure regulatory compliance and competitive transparency?

Recrytera provides continuous training for its employees, which allows us to keep up to date with legislative upgrades and to ensure that procedures run smoothly in terms of transparency.

Recrytera’s test management platform and solution guarantees the preservation and immutability of the candidates’ tests, the correction of the examiners directly on the platform, total anonymity and therefore impartiality of the assessment.

 

In your opinion, what is the added value that Recrytera offers in the organization and management of selection procedures?

The speed with which we are able to start and complete a process in a short period of time, being able to provide the client with a complete service, starting from the support activities for the drafting of the notices and the configuration of the single recruitment portal (InPA) up to the return of the results of the competition, from the identification of suitable venues, technical support staff and technological equipment.

 

How do you see the evolution of public competitions in Italy and the role that Recrytera can play in this scenario? 

The constant technological innovation that is taking place will lead to competition procedures that are faster and simpler, trying to meet the ever-increasing needs of the ‘COUNTRY SYSTEM’.

I believe that Recrytera is already playing a fundamental role in the digital evolution and will continue to do so in the coming years, maintaining and consolidating its leadership within the Italian public administration and developing new synergies at an international level.

Equal opportunities for protected categories in public competitions

Equal opportunities for protected categories in public competitions: a model of inclusiveness

On 11 March, at Fiera di Roma, we managed the competition for 74 assistants in protected categories for ADM (Agenzia delle Dogane e dei Monopoli), ready to welcome 2,359 candidates in a fully accessible space structured to guarantee equal opportunities for all.

Accessibility and inclusion are fundamental in public competitions, especially for protected categories. Organizing competitions in a well-equipped venue, rather than remotely, is essential to ensure a fair and welcoming environment that meets the needs of all candidates.

In an appropriate location, candidates with disabilities can count on specific support, immediate qualified assistance and optimal conditions that reduce the risk of technical difficulties or isolation. The presence of experienced staff and accessible tools allows any needs to be addressed in real time, ensuring a relaxed and barrier-free selection experience.

An inclusive and efficient event 

To achieve this, we have set up a dedicated team of more than 70 people, consisting of: 

  • Specialised technicians for IT and logistical support. 
  • Hostesses for candidate recognition and tutoring during the event. 
  • Sign language interpreters to facilitate communication with deaf participants. 
  • Surveillance staff to ensure order and security during the test. 

Total accessibility and customised support 

We structured the event in an environment that guaranteed maximum comfort and full accessibility: 

  • A main pavilion with 2,496 seats, designed to accommodate all candidates in one barrier-free area. 
  • A reception pavilion for registration and information. 
  • A dedicated nursery to support those with family care needs. 
  • A Priority workstation to meet the specific needs of candidates with special disabilities, ensuring facilitated access and targeted support. 

Inclusive technology for fair selection 

The use of technology was central in ensuring a fair and unhindered experience. Candidates were provided with tablets configured for different needs, allowing personalised access to the test and minimising any technical difficulties. 

 

Organisational efficiency: optimised time and respect for individual needs 

The event was organised to ensure smooth and optimised time management in order to minimise inconvenience to participants: in just 180 minutes, from entry to exit of the candidates (identification, check-in, tablet delivery and check-out) and 60 minutes of trial time, with an additional 18 minutes for those who were eligible. 

A tangible commitment to equal access 

This event is a real example of how a public competition can be organized to ensure equal opportunities, inclusiveness and efficiency. The commitment to creating a welcoming and accessible environment is fundamental to promote a selection process that increasingly respects diversity and the rights of all candidates. 

We will continue to work to make public competitions a model of inclusion, demonstrating that accessibility and innovation can go hand in hand in ensuring a fairer future for all. 

 

Recrytera: innovazione digitale nel concorso Bolzano

Recrytera: digital innovation in the Bolzano province competition

On 7 October 2024, the Autonomous Province of Bolzano held a public competition for 127 vacancies in various areas of the administration. And Recrytera contributed to the modernization of the competition test by guaranteeing fully digital administration with the use of tablets: 464 participants took the written test entirely on a digital platform.

The adoption of a fully digital system by Recrytera revolutionized the procedure, significantly reducing administrative time and streamlining the process.

Let’s see how.

Bilingual test and speedy trial

The particularity of the competition for the Province of Bolzano lies in its bilingualism: before the exam, the authorities collected the candidates’ language group declarations. During check-in, each participant chose the language of the test, which, to avoid exclusion, had to coincide with the certification of the language group to which they belonged or joined. This innovation made it possible to conduct the exam in a smoother and more personalized way, ensuring safety and fairness in the process.

The results, which were then automatically calculated, were available online the very same day, offering fast turnaround times and further confirmation of the practicality of the technology.

Satisfied candidates: feedback on social

The candidates’ reactions were extremely positive. Many appreciated the digital platform test, describing it as a more streamlined, innovative and functional mode, and shared their comments on social media. This approach, which started and ended in just a few hours, proved to entice more people to participate, thus contributing to greater inclusion in the selection process.

Fully satisfied candidates, then, with the recruitment process.

The use of tablets and digital competition management represents a significant step forward, opening new ways for efficiency and transparency in public selections. And of course, Recrytera is enthusiastic about contributing to a more modern and inclusive management of public competitions, putting technology at the service of efficiency.