Nowadays, investing in young people should not just be a slogan, but the best strategy companies should adopt to grow, innovate and gain competitive advantages over their competitors. Regarding Consea Head Hunting‘s experience in managing recruitment processes with the younger generation, a certain rigidity shown by candidates is emerging, expressed especially in terms of demands related to hybrid working opportunities, career plans and business ethics. As a result, there is often a significant lack of motivation and engagement when faced with an offer that fails to detail or satisfy these aspects.
WHAT CAN ORGANIZATIONS DO?
To make themselves more attractive to the younger generation, companies should first of all understand what is actually being sought, and in this regard, there is an increasing emergence of the importance for young people being able to identify with company values in terms of sustainability (environmental, valuing diversity, inclusive approach and equity), ethics, training (with an important focus on soft skills, skills that can become an asset to the individual and not just a direct benefit to the company as is the case with technical skills), policies for investing in resourcesand sharing the expected goals and their consequent development plans envisaged not only in terms of vertical growth, but also about involvement in initiatives, task forces and projects aimed at the well-being of the internal community. Equally important seems to be the attention paid to the work-life balance, flexibility and wellbeing policies within the organization.
In terms of attraction and retention, an important role is played by the organization’s external communication as the new generations put great importance to the company’s website and its presence on social networks as well as, in general, its web reputation.
COMPANY AS COMMUNITY
This focus is symptomatic of the fact that nowadays the company is no longer considered a mere workplace, on the contrary, it increasingly constitutes a real community for new generations, who can appreciate opportunities of involvement that can allow them to come closer and share experiences with other employees belonging not only to different areas or functions, but also to different generations; of this a significant example could be reverse mentoring.
BETRAYAL OR OPENNESS TO CHANGE?
In conclusion, we can highlight one more peculiarity: increasingly, new generations are experiencing change as a development opportunity to enrich their skills and, therefore, the decision to leave one company for another should not be experienced as a betrayal; on the contrary, it would be much more functional for the organization to maintain relations with the resource who has changed reality by opting for a new context. This attitude could generate future opportunities for a new encounter and possible opportunities to reintegrate the resource, enriched by the new experiences gained in the meantime.
Employer Branding: The Art of Attracting the Best Talent
As we have already seen in the article "Upskilling & Reskilling: The Future of Work, Talent Shortage, and Human Capacity Within Organizations", in Mexico, it is increasingly difficult for companies to attract and retain the right talent. Therefore, you hear a lot about the Employer Branding concept, which consists on communicating the mission, values and culture of an organization to build their reputation and an attractive differentiation for their talent market.
Companies that foster a good reputation and outstanding workplace culture can attract and retain the most valuable talent, ultimately allowing them to be more competitive in the continuously changing world of work. One of the most recognized global authorities in this field is Great Place to Work.
Some of the companies with multinational talent in Mexico earning of the title of "Great Place To Work 2023" have been: Cisco, Accenture, Astra Zeneca, Monex Grupo Financiero, Ericsson México, Novo Nordisk México, Tequila Sauza, and BASF (Puebla site).
It is no coincidence that the most successful companies in the recent decades are the ones delivering the "best practices" in Employer Branding: Google is widely recognized for its business culture and Innovative Human Resources policies; Apple focuses on creativity, innovation, together with the personal and professional development of its employees; Sales Force has created a company culture focused on values, diversity and inclusion.
Employer Branding is also becoming more and more relevant due to the increasing importance given to the wellbeing of employees and the purpose of the company in the labor market.
Those companies not only have a strategy to attract the best talents but they are also committed to creating an authentic, inclusive, positive and meaningful company culture.
Employer Branding is meant to generate a sense of belonging and commitment by transmitting the fundamental purpose of the company and its raison d'être. This helps the talent acquisition and management strategy that share the same values (or behaviors) of the company (business and organization strategy) and also the desire to be part of something that well aligns with their own values, passions, and ambitions. Some important key points to consider are: generating opportunities for employee development and growth within the company’s organization; fostering a positive and equitable work environment that promotes inclusion, diversity, and well-being; and ultimately provide competitive compensation.
As said, today the reputation of a company is more important than ever. In Mexico, 1 in 3 people have turned down a job offer because of a negative review about working at a specific company.
There are in fact some online sources, available to anyone that needs to evaluate a company’s reputation; the most popular ones are: Merco and Glassdoor.
Consea Group, as a local and global firm with 45+ years in the Executive Search industry, is a strategic and reliable partner that can support you in managing your human resources challenges. As it becomes more difficult to find the best talent for companies, in a more globalization-oriented market, so does the need to implement strategies with the support of experts that know how to attract local and international talents in your market of reference. Thanks to our knowledge of different markets and industries, we can provide the best experience and sew a consulting plan tailored to your company to define an effective approach for your Talent Acquisition strategy.
Follow Consea Group on LinkedIn to stay up to date on the latest labor market trends.
Author: Enríque Pedroza – Business Development Manager in Consea Group, Mexico
Read the article in Spanish:
Employer Branding: El arte de atraer el mejor talento
Como ya hemos visto en el artículo anterior, “Upskilling & Reskilling: El futuro del trabajo, la escasez de talento y las capacidades humanas dentro de las organizaciones” en México cada vez es más difícil para las empresas atraer y retener el talento adecuado. Por esta razón, se escucha mucho sobre el concepto Employer Branding, que consiste en comunicar la misión, los valores y la cultura de una organización para construir su reputación y una diferenciación atractiva para su mercado de talento.
Las empresas que fomentan una buena reputación y una cultura laboral excepcional pueden atraer y retener el talento más valioso, lo que en última instancia les permite ser más competitivas en un mundo laboral en constante cambio.
Una de las autoridades mundiales más reconocidas en este campo es Great Place to Work.
Algunas de las empresas con talento multinacional en México ganadoras del título “Great Place To Work 2023” han sido: Cisco, Accenture, Astra Zeneca, Monex Grupo Financiero, Ericsson México, Novo Nordisk México, Tequila Sauza y BASF.
No es casualidad que las empresas más exitosas de las últimas décadas sean las que ofrecen las "mejores prácticas" en Employer Branding: Google es ampliamente reconocida por su cultura empresarial y políticas innovadoras de Recursos Humanos; Apple se centra en la creatividad, la innovación, junto con el desarrollo personal y profesional de sus empleados; Sales Force ha creado una cultura empresarial centrada en los valores, la diversidad y la inclusión.
El Employer Branding también está cobrando cada vez más relevancia debido a la creciente importancia que se le da al bienestar de los empleados y al propósito de la empresa en el mercado laboral.
Estas empresas no sólo tienen una estrategia para atraer a los mejores talentos, sino que también están comprometidas con la creación de una cultura empresarial auténtica, inclusiva, positiva y significativa.
El Employer Branding pretende generar sentimiento de pertenencia y compromiso transmitiendo el propósito fundamental de la empresa y su razón de ser. Esto ayuda a la estrategia de adquisición y gestión de talentos que comparten los mismos valores (o comportamientos) de la empresa (estrategia de negocio y organización) y también el deseo de ser parte de algo que se alinee bien con sus propios valores, pasiones y ambiciones. Algunos puntos clave importantes a considerar son: generar oportunidades de desarrollo y crecimiento de los empleados dentro de la organización de la empresa; fomentar un ambiente de trabajo positivo y equitativo que promueva la inclusión, la diversidad, el bienestar y en última instancia, proporcionar una compensación competitiva.
Como ya hemos dicho, hoy la reputación de una empresa es más importante que nunca. En México 1 de cada 3 personas ha rechazado una oferta laboral debido a una crítica negativa sobre trabajar en una empresa específica.
De hecho existen algunas fuentes en línea disponibles para cualquiera que necesite evaluar la reputación de una empresa, algunas de las más populares son: Merco y Glassdoor.
Consea Group, como firma local y global con más de 45 años en la industria de Executive Search, es un socio estratégico y confiable que puede apoyarlo en la gestión de sus desafíos de recursos humanos. A medida que se hace más difícil encontrar el mejor talento para las empresas, en un mercado más orientado a la globalización, también lo hace la necesidad de implementar estrategias con el apoyo de expertos que sepan atraer talentos locales e internacionales en su mercado de referencia. Gracias a nuestro conocimiento de diferentes mercados e industrias, podemos brindarle la mejor experiencia y diseñar un plan de consultoría adaptado a su empresa para definir un enfoque efectivo para su estrategia de Adquisición de Talento.
Siga a Consea Group para mantenerse actualizado sobre las últimas tendencias del mercado laboral.
Autor: Enríque Pedroza – Business Development Manager in Consea Group, Mexico
Leverage the Role of Talent Development for Overcoming Acceleration
The pandemic brought up a global acceleration in technology adoption as well as the needs of flexible but consistent integration schemes (integration between long- and short-term strategies, integration of business channels and acumens, global and local approaches). The New Normal is about adjusting the future right now. It’s a temporary trend that pulls future outcomes on current needs. From now on, there will always be a new kind of “new normal,” with a different level of complexity, that both employees and companies will have to deal with. How should companies support people’s future helping them gain the skills for the next scenario? In order to embrace transformation and business evolution, people management should be about strategic skills-mapping and a careful workforce plan. The workforce assessment opens the opportunity to quantify long-term talent requirements by assessing successions needs and roles competencies. Particularly, development plans and talent management are part of the circular strategy ensuring company vitality. How are companies facing transformation? Replacing people or firing them is definitely not a long-term solution. Excellent companies are setting up dedicated Talent Development programs towards upskilling and reskilling projects. Running upskilling programs means to strive for people in the adoption of new skills for covering their current positions. Competitive companies that are focusing on re-building the organization frames are running reskilling programs for enabling people to pick up new skills for a completely different job. Reskilling and upskilling culture is successful if leadership promotes a learning culture and if HR processes, such as talent management and performance assessment, are aligned with the business company strategy. Competitive companies encourage employees to adopt a continuous-growth mindset. Companies that have yet to revise or build their Talent Management strategy are leaving employees on a self-directed approach, holding more traditional options or random skills development solutions. Nowadays, Talent or Employer value proposition is not only a matter of Why, “Why should an employee choose to work in your company instead of another one?”, but it is also a matter of “main features” in terms of What, “What should your company have for attracting employees?” Thinking about future situations in which people can maximize their performance could bring up the same advice from the most important Organizational Development Theories: Company Culture: it creates the conditions to thrive Talent
Excellent Leaders: coaches and facilitators with strong ethic Values, with the abilities to motivate, enable, and integrate a group of people towards common goals.
Sustainability: global attention to the impact of the company.
Long-term Strategy: integrated with an agile approach.
Transparency: creating the environment for more fluid feedback conversations between leadership and employees.
Consistent Competencies Models: ensure meritocracy and trust. Listed above are HR strategies and decisions that, of course, cannot solely run on Excel spreadsheets. People are not file records: they act and react, choose, think, feel and communicate. Employees’ behavior is not 100% predictable and leaders should take into consideration people’s unique qualities and mannerisms. HR foundation skills are about creating a big picture of the environment, consistently communicating, translating old procedures into on-line and digital tools, analyzing data, and thinking prospectively. It is also important to point out one of the most strategic HR features: a strong cross-functional collaboration. The inspirational and visionary value that a new HR style could bring is collaborating with marketing in terms of reputation and communication: “One of the most important company customers are its own employees”. With HR being a business function, the operative value could be strictly collaborating with the finance department as well as interpreting reports and complex data towards the market needs. Leaders, in general, should take into consideration their actions and responses. Poor decisions in people management could result in varied employee reactions that could cost reputation, trust and money. A weak HR vision could beget huge risks and costs for organizations.
Maintaining a consistent organizational culture in hybrid and remote work settings
Maintaining a consistent organizational culture in hybrid or remote work is currently one of the biggest challenges faced by leaders and HR departments. When the daily presence in the office disappears, spontaneous interactions, relationships, and the natural transmission of values become more difficult. However, it is possible – it has to be provided by conscious and planned action. 3 out of 4 surveyed HR leaders believe that in the era of remote work, the biggest challenge for HR departments is engaging employees in the company’s culture. Another study involving remote and hybrid employees shows that only 1 in 4 workers feels connected to their organization’s culture – a concerning statistic. It turns out that values and organizational culture are key to employees. 76% say that culture is important or very important for them to perform their work effectively. Additionally, 61% of HR leaders declare that organizational culture is even more important in a hybrid work model than in traditional office settings. Some organizations are trying to return to pre-pandemic conditions by forcing employees back into the office. However, considering the shift in how employees perceive work, this may not be the best idea. People will leave: organizations that mandate a return to the office may lose up to 33% of their workforce! Employees' new expectations include flexibility in terms of workplace and working hours, as well as a greater need for autonomy and influence over what happens in the organization. Employers who aim to build a lasting organizational culture must keep that in mind.
How to nurture organizational culture while embracing the hybrid model?
1. Redefine culture and values Don’t assume that culture will “survive on its own.” In a distributed work model, values and norms must be clearly defined, communicated, and visible in day-to-day operations. 2. Introduce rituals and consistency Regular meetings (e.g., Monday briefings, Thursday open spaces) help maintain rhythm and a sense of community.
Online integration events – virtual coffee breaks, team quizzes, group challenges – are not just “extras,” but ways to sustain team identity. 3. Promote transparency and leader accessibility Culture grows through example. Leaders should be visible, communicate clearly, frequently, and openly. 4. Communication = culture Choose communication channels that reinforce your values – for example, using MS Teams with space for more casual conversations.
It’s worth creating dedicated areas for: celebrating success, expressing gratitude, sharing feedback, posting company memes, and welcoming new team members. 5. Involve people in shaping the culture Ask what works and what doesn’t. Conduct pulse surveys, employee panels, and feedback groups.
Employees who help co-create the culture feel a stronger connection to it – especially in remote settings. 6. Wellbeing and empathy are part of culture too Companies that actively care about employee wellbeing (flexibility, offline time, psychological support) strengthen a culture based on trust and respect. Organizational culture matters from the recruitment stage!
Organizational culture is also one of the elements that can attract potential candidates. Research conducted by HAYS shows that as many as 2/3 of professionals place great importance on how a company's culture is presented at the very start of the recruitment process, i.e., when reading a job offer. Another 23% say their interest in organizational culture is moderate at this stage, while only 8% do not consider it important at all.
Conclusions
A consistent culture in a hybrid model doesn’t develop “by accident.” It requires proactive effort, value-driven leadership, communication-supporting technology, and an empathetic approach to people. Organizational culture is of key importance to employees, as it directly affects their motivation, engagement, efficiency, job satisfaction, and even their decision to stay with or leave the company. It is the foundation that influences every aspect of an employee’s experience within the company. A well-designed and genuinely implemented culture can be an organization's greatest asset! At Consea Group, we focus on building and nurturing our organizational culture – no matter where in the world we are. Although we are a globally distributed team, we stay closely connected and make a conscious effort to maintain strong relationships. We celebrate birthdays and key company milestones together, and once a year we meet online to reflect on our achievements and look ahead. During this annual event, we also take part in virtual games, fun activities, and contests that strengthen our collaboration and foster a true sense of community. Our Team Leaders are in constant contact with us, and whenever any problems or questions arise, we can count on them. The company fosters full transparency and a smooth flow of information. Thanks to this, we feel safe and confident in carrying out our responsibilities. Each of us has access to up-to-date information, which enables us to make informed decisions and collaborate effectively across departments. This kind of organizational culture builds trust, strengthens employee engagement, and makes every day work more rewarding. With an open approach and strong support from our Team Leaders, we feel like part of a team that is working together toward a shared goal. Utrzymanie spójnej kultury organizacyjnej w warunkach hybrydowych i zdalnych
Utrzymanie spójnej kultury organizacyjnej w pracy hybrydowej lub zdalnej to dziś jedno z największych wyzwań dla liderów i działów HR. Gdy znika codzienna obecność w biurze, trudniej o spontaniczne interakcje, więzi i naturalne przenikanie wartości. Ale to możliwe — pod warunkiem świadomego i zaplanowanego działania. 3 na 4 pytanych liderów działów personalnych uważa, że w dobie pracy zdalnej największym wyzwaniem stojącym przed działami HR jest zaangażowanie pracowników w kulturę organizacyjną. Z innego badania, obejmującego pracowników zdalnych i hybrydowych, dowiadujemy się, że tylko 1 na 4 pracowników czuje się związany z kulturą organizacyjną swojej firmy – to niepokojące dane. Okazuje się, że to właśnie wartości i kultura organizacyjna są kluczowe dla pracowników. 76% z nich twierdzi, że kultura jest dla nich ważna lub bardzo ważna, aby mogli skutecznie wykonywać swoją pracę. 61% liderów HR deklaruje, że kultura organizacyjna jest nawet ważniejsza w hybrydowym modelu pracy niż w pracy w biurze. Niektóre organizacje starają się wrócić do sytuacji sprzed pandemii, wymuszając na pracownikach powrót do biura. W obliczu zmiany, jaka zaszła w pracownikach i ich spojrzeniu na pracę, może być to nie najlepszy pomysł. Ludzie będą odchodzić: te organizacje, które będą zmuszały swoich pracowników do powrotu do biur, mogą stracić nawet 33 % swojej załogi! Nowe oczekiwania pracowników z jednej strony związane są z elastycznością dotyczącą miejsca i godzin pracy, a z drugiej, z większą potrzebą samodzielności i wpływu na to, co dzieje się w organizacji. Pracodawcy, którym zależy na stworzeniu trwałej kultury organizacyjnej, powinni mieć to na uwadze.
Jak zadbać o kulturę organizacyjną przy jednoczesnej akceptacji trybu hybrydowego?
1. Zdefiniuj kulturę i wartości – na nowo Nie zakładaj, że kultura „przetrwa sama”. W trybie rozproszonym wartości i normy muszą być jasno zdefiniowane, zakomunikowane i widoczne w codziennych działaniach. 2. Wprowadź rytuały i systematyczność Regularne spotkania (np. poniedziałkowe odprawy, czwartkowe open space’y) pomagają utrzymać rytm i poczucie wspólnoty.
Wydarzenia integracyjne online – wirtualne kawy, wspólne quizy, wyzwania zespołowe – to nie „dodatki”, ale sposób na podtrzymanie tożsamości zespołu. 3. Promuj transparentność i dostępność liderów Kultura rozwija się przez przykład. Liderzy powinni być widoczni, komunikować się jasno, często i otwarcie. 4. Komunikacja = kultura Zadbaj o kanały komunikacji, które wspierają wartości – np. MS Teams z miejscem na „lżejsze” rozmowy.
Warto wydzielić przestrzeń na: sukcesy, wdzięczność, feedback, memy firmowe, powitania nowych osób. 5. Angażuj ludzi w tworzenie kultury Pytaj, co działa, a co nie. Organizuj badania pulsowe, panele pracownicze, grupy feedbackowe.
Pracownicy, którzy współtworzą kulturę, silniej się z nią identyfikują – szczególnie w pracy zdalnej. 6. Wellbeing i empatia to też kultura Firmy, które aktywnie dbają o dobrostan (elastyczność, czas offline, wsparcie psychologiczne), wzmacniają kulturę opartą na zaufaniu i szacunku.
Warto wiedzieć, że kultura organizacyjna jest istotna już na etapie rekrutacji!
Kultura organizacyjna jest także jednym z elementów, które mogą zachęcić lub zniechęcić kandydatów do pracy w danej organizacji. Wyniki przeprowadzone przez HAYS badania pokazują, że aż 2/3 specjalistek i specjalistów przywiązuje dużą wagę do jej opisu już na początkowym etapie rekrutacji, czyli zapoznając się z ofertą potencjalnego pracodawcy. Kolejne 23 proc. deklaruje, że ich zainteresowanie kulturą organizacyjną jest na tym etapie średnie, a tylko 8 proc. nie przywiązuje do niej wówczas żadnej wagi.
Wnioski
Spójna kultura w trybie hybrydowym nie tworzy się „przy okazji”. Wymaga proaktywnych działań, liderów jako nośników wartości, technologii wspierającej komunikację, empatycznego podejścia do ludzi. Kultura organizacyjna firmy ma kluczowe znaczenie dla pracowników, ponieważ bezpośrednio wpływa na ich motywację, zaangażowanie, efektywność, satysfakcję z pracy, a nawet decyzję o pozostaniu lub odejściu z firmy. Jest to fundament, który wpływa na wszystkie aspekty funkcjonowania pracownika w firmie. Dobrze zaprojektowana i autentycznie realizowana kultura może być największym atutem organizacji! W Consea Group przykładamy dużą wagę do budowania i pielęgnowania naszej kultury organizacyjnej – niezależnie od tego, gdzie aktualnie się znajdujemy. Choć jesteśmy zespołem rozproszonym po całym świecie, pozostajemy w stałym kontakcie i dbamy o wzajemne relacje. Świętujemy wspólnie urodziny, ważne wydarzenia firmowe, a raz w roku spotykamy się online, by podsumować nasze osiągnięcia i spojrzeć w przyszłość. Organizujemy wtedy zdalne gry, zabawy i konkursy, które wzmacniają naszą współpracę i budują poczucie wspólnoty. Nasi Team Leaderzy są z nami w stałym kontakcie i w razie jakichkolwiek problemów/ pytań – możemy na nich liczyć. W firmie istnieje pełna transparentność i przepływ informacji. Dzięki temu czujemy się bezpiecznie i pewnie w wykonywaniu naszych obowiązków. Każdy z nas ma dostęp do aktualnych informacji, co pozwala na podejmowanie świadomych decyzji i skuteczną współpracę między działami. Taka kultura organizacyjna buduje zaufanie, wzmacnia zaangażowanie pracowników i sprawia, że codzienna praca staje się bardziej satysfakcjonująca. Dzięki otwartemu podejściu i wsparciu ze strony Team Leaderów, czujemy się częścią zespołu, który razem dąży do wspólnego celu. Author: IgaPaszkiewicz - Recruitment Consultant
The emerging world highlights different needs than in the past: within work contexts there is a strong need to be able to rely on alternative skills, intelligences, and ways than those used until now. Companies must find ways to represent ideas, ways and purposes that characterize their essence and express values and motivations by pursuing something they believe in, to inspire confidence both internally and externally. It therefore becomes increasingly important to be able to establish a strong emotional bond with employees and customers. Our goal, therefore, is to pass on our knowledge and experience on soft topics, first among them, by way of example, Emotional Intelligence.
What's new at Consea Group: Human Capital Consulting.
Consea Human Capital Consulting was born with the aim of guiding companies through this process of change, developing strategic partnerships with our clients, supporting them in transforming today's challenges into tomorrow's successes. Leading Consea Human Capital Consulting, in the role of general manager, will be Gabriella Carello. Gabriella's professional background has been built at the head of the Human Resources function, in various geographies and within important international industrial realities. Expert and passionate about leadership, culture and organizational development, she brings to CHCC a solid and proven knowledge of so-called "soft" skills, first among which is emotional intelligence, which she has also gained through her studies at KEY Step Media, the school founded by Daniel Goleman, globally recognized as the top expert on the subject. Joining Gabriella in the new challenge will be Sara Ruffinatti, an organizational psychologist and ICF-certified coach, trainer and expert in talent management solutions as well as a lover of innovative technologies and the experimentation of new tools for skills development. The group will further be able to count on the experience of Paola Vasario, a historical figure at Consea Group who has a natural ability to seize and understand the needs of her clients. Finally, Sara Brino, a psychologist and coach, a passionate scholar of organizational development issues, will be part of the team representing valuable support in the conception and execution of the various projects. We have many initiatives in the pipeline, follow us on LinkedIn so you don't miss all the updates and projects we are developing! Authors: Chiara Altomonte – General Manager and Head of the Fashion & Retail division
Emotional intelligence: what is it and why it can change your life
Emotional Intelligence is the common thread in every project promoted by Consea Human Capital Consulting: we firmly believe in the effectiveness of this skill, which is now internationally recognized, both in the field of psychology and in business organization. The term emotional intelligence was first used in the 1980s by psychologist Howard Gardner, who introduced the concepts of inter-personal intelligence (which allows one to understand others' intentions and emotions) and intra-personal intelligence (i.e., the ability to understand one's own emotions and motivations). However, the concept of emotional intelligence was popularized and made famous by U.S. psychologist, author and science journalist Daniel Goleman, with the book "Emotional Intelligence: What It Is and Why It Can Make Us Happy": in this essay, the author explains how a good IQ is not enough to achieve success at work and well-being in life, as a mix of self-control, perseverance, empathy and attention to others contribute to the basis of our choices. The power of emotional intelligence Emotional intelligence is thus the ability to recognize and understand one's own and others' emotions, but also the ability to use this awareness to better manage one's own behaviours. Why can this change our lives and, to quote Goleman's words, make us happy? The answer is simple: emotions often get the better of us, sabotaging our chances of success at work and in life. With emotional intelligence, however, it is possible to prevent this from happening by learning to make decisions guided by common sense and self-awareness, rather than impulsivity and fear. By recognizing and training one's emotional intelligence, one first achieves greater mental serenity and thus greater well-being. Emotional intelligence between reason and emotionality Underlying emotional intelligence, we can find neuroscientific explanations. In fact, we must consider that everything we perceive through our senses travels inside our body by means of electrical signals, which pass from cell to cell until they reach our brain and, specifically, the limbic system, where emotions are born, to arrive, only later, to the frontal lobe, the seat of logical and rational thought. Analyzing this process, we easily conclude: even before we can rationally evaluate reality, we perceive it emotionally and react to external stimuli, first with our emotional center and then with our logical center. That is why sometimes, in moments of anger, it is difficult to control one's emotions, risking saying things that one does not really mean. In fact, in such cases, reason is hindered by emotions, which do not allow us to evaluate the information and thus choose the most appropriate reaction. We can therefore say, in a grand summary, that emotional intelligence is the skill that enables us to narrow the gap between emotionality and reason. Follow us to find out what emotional intelligence skills are and how they can impact the workplace.
Expanding Business in the United States: The Talent Acquisition Challenge According to Consea
During the third edition of the “International Talks” series, organized by Bonfiglioli Consulting Italy and USA, I had the pleasure of participating as CEO North America for Consea, sharing our perspective on talent acquisition in the U.S. market. It was a rich and stimulating discussion that highlighted the complexities and opportunities of managing human capital in an increasingly competitive global environment. The United States is one of the most strategic markets for Italian companies today—but also one of the most complex. Opening a local office or launching a production site is not enough: success requires building a solid organization capable of attracting, selecting, and retaining top talent. This demands a deep understanding of local dynamics, candidate expectations, and the ongoing transformations in the world of work.
The Challenges of Talent Acquisition in the U.S. Market
One of the key topics we addressed was the set of challenges Italian companies face when entering the American market. The first is the growing global competition for talent. The rise of remote work has expanded the talent pool for many North American companies, which now hire professionals from around the world. This has increased pressure on European markets, making it even harder to attract qualified candidates. Moreover, the work culture in the U.S. is significantly different from that in Italy. Frequent job changes are considered normal, especially among younger generations. Retention, therefore, becomes a critical challenge: professionals seek stimulating environments, flexibility, shared values, and growth opportunities. Companies must be able to offer a clear, authentic, and consistent value proposition. Another fundamental aspect is investment in employer branding. Candidates expect transparency, inclusivity, and alignment between stated values and actual practices. Companies that fail to communicate their identity effectively risk being excluded from the short list of top talent.
Compensation, Benefits, and Cultural Expectations
Compensation is a particularly sensitive topic. In the U.S., compensation packages are often complex and include stock options, bonuses, health insurance, retirement plans, and other benefits. Italian companies must be aware of these standards and be prepared to negotiate with candidates who have very specific and pragmatic expectations. But it’s not just about numbers. Understanding cultural differences in leadership, communication, and business approach is also essential. The American model is performance-driven, fast-paced, and goal-oriented. This can create misalignments with Italian companies, which tend to be more relationship-focused and gradual in their approach. For this reason, assessing soft skills and cultural fit is a key step in the selection process.
Compliance and International Mobility: A Changing Landscape
Another topic we explored— in collaboration with ECA Italia—was regulatory compliance, which is particularly complex in the U.S. Recent changes in immigration policies and visa processing times have made relocating managers from Italy more difficult and costly. Companies must plan well in advance, rely on experienced partners, and adopt flexible solutions to avoid delays that could jeopardize entire expansion strategies. Managing contracts, benefits, and taxation also requires careful attention: each state has its own rules, and non-compliance can lead to legal and reputational risks. In this context, collaboration between HR, legal teams, and executive search partners is essential to ensure a smooth and secure process.
Technology and Digitalization in HR Processes
Finally, we shared how the adoption of digital tools is transforming our approach to talent acquisition. At Consea America, we use a combination of technologies for sourcing, evaluating, and managing recruitment processes. From talent mapping platforms to psychometric assessments like Hogan, to video interviewing systems and integrated ATS platforms—technology is now an integral part of our daily work. These tools not only increase efficiency but also enhance the candidate experience and the quality of hiring decisions. In a market like the U.S., where speed and transparency are essential, digitalization provides a decisive competitive edge.
Conclusion
The U.S. market offers tremendous opportunities, but it requires preparation, flexibility, and a deep understanding of the local context. Talent acquisition is not just an HR function—it is a strategic element for the success of any internationalization project. At Consea, thanks to our experience and direct presence in the region, we support Italian companies in facing these challenges with an integrated, human-centered, and technology-driven approach. “Approaching the U.S. market with awareness and vision means laying the foundation for sustainable, long-term growth. And in an increasingly interconnected world, human capital remains the true engine of innovation and competitiveness.” Antonella Cerabona – CEO Consea America Inc. Link Video
Executive Readiness: Is Your Leadership Team Future-Proof?
Executive Readiness: Is Your Leadership Team Future-Proof?
In a business world defined by constant change, leadership readiness has become a strategic imperative. From digital transformation and global expansion to meeting rising expectations around ESG (Environmental, Social, and Governance) and DEI (Diversity, Equity, and Inclusion), the demands on leadership teams are increasing. The real question is whether your current leaders are prepared. In short: is your leadership team future-proof? For many organizations, answering that question requires not only assessing internal capabilities but also considering external talent. Strategic headhunting services can play a critical role in identifying leaders with the agility, resilience, and global mindset needed to drive transformation.
Assessing Leadership Agility and Resilience
To future-proof leadership, companies must move beyond traditional performance reviews and begin assessing leadership agility and resilience. These qualities determine how well leaders can adapt to change, manage uncertainty, and guide their teams through disruption. Agility shows up in how your executive team responds to ambiguity, pressure, or shifting priorities. Are they flexible in their thinking? Do they encourage innovation and manage risk effectively? Resilience is reflected in their ability to recover from setbacks, maintain clarity under stress, and keep the organization focused during turbulent times.
Building a Future-Ready Leadership Team
A future-ready leadership team doesn't happen by accident. It starts with a clear assessment of current leadership capabilities and how they measure up against emerging business challenges. Key attributes to evaluate include: Strategic thinking and long-term vision
Familiarity with digital technologies and innovation
Inclusive leadership aligned with DEI goals
Cultural awareness and global business fluency
A commitment to ESG principles and sustainability These capabilities are increasingly essential, especially as the pace of change accelerates across industries.
Align Your C-Suite With Your Growth Strategy
As your business evolves, so should your leadership team. Many executive teams were built for past priorities. If your company is pursuing new markets, scaling operations, or embracing digital transformation, it's important to align your C-suite with your growth strategy. This might involve redefining roles, introducing fresh leadership perspectives, or investing in executive coaching. The goal is to ensure your leadership team has the mindset and skill set to support your future vision.
Assessing Executive Team Performance
Regularly assessing executive team performance helps you keep leadership aligned with strategic goals. Look beyond individual performance metrics to evaluate how the team functions collectively. Are they collaborating effectively? Is decision-making timely and strategic? Are they living the values they ask others to uphold? Future-proof leadership is not a one-time initiative. It's an ongoing process of evaluation, development, and alignment. Organizations that prioritize executive readiness will be better positioned to lead through change and seize new opportunities.
Let's Talk Leadership Readiness
Learn how our Human Capital Consulting services can help assess your executive team and build a future-ready leadership strategy, or contact us to start the conversation today.
HR China: 5 steps to supporting employees during organizational changes
Geopolitical challenges, tightening of China-US relationship, and China’s Zero Covid Policy have disrupted the current economic environment, reshaping supply chain and driving changes on businesses. Indeed, many companies are rebuilding their organization structure on operational level – hybrid work model - and on structural level – mergers & acquisitions, split-off or closure of business. Changes in the business model have an impact on the overall operations of the company and on its employees, redesigning workflow, potentially affecting employees’ roles, scope of responsibilities, location, and in worst-case scenario, laying off people. In a scenario where disruptions and changes are the agenda, Human Resources are central and critical in designing internal organization restructures, developing, and implementing action plan, and ultimately but most importantly in supporting employees in adapting to changes. How to support employees in adapting to changes? We, Consea Group, have highlight 5 key elements for you. (add hyperlink of Consea homepage) Understand the change First and foremost, understanding changes is fundamental. Why are we changing, what needs to be done, how do we move from point A to point B, are key questions you need to have answers to. Without knowing the whys, it is difficult to believe and drive the changes. Effective communication Once identified the whys, action plan and how, take time to communicate and explain it to your employees. Consistency and clear communication are essential. Do not limit to simply informing them, rather make sure they understand the reasons behind and be present for their doubts and concerns. Remember the intangible Organization changes have impact on the personal level too! Remember the emotional and intangible elements. Have the leadership to speak first. Ask them to share with the team how they interpret the changes, what are their thoughts. Create connection and a support system where employees feel safe to share their own experiences, by letting leaders showing up first. Un-learn and Re-learn Often, changes are seen as threaten to an already established and functioning system. It is human to show resistance and refusal to changes as it is mining what is familiar to step into the unknown. Thus, it is important first to un-learn behaviors, patterns, and systems in order to re-learn during time of changes and building resilience. Involve, collaborate, co-create in times of changes To facilitate the transition, involving, collaborating, and co-creating with employees during and after the changes give employees ownership in the change, consequently becoming more likely to support said change. Moreover, it helps to find synergies and eliminate/limit complexities. Changes can be intimidating, but with the right combination of knowledge, communication, leadership and environment, HR and companies can support their employees and ensure a smoother transition during changes. Authors: Valentina Meng – Recruitment Consultant & China Social Media Manager Chiara Altomonte – General Manager and Head of the Fashion & Retail division
A new strategic partnership for Human Capital Consulting
Press release Consea America and Cometa Coaching Announce Strategic Partnership to Revolutionize Human Resources Solutions in North America. Chicago, March 19th, 2024 In response to the market's ever-evolving demands, Consea America and Cometa Coaching (“Cometa”) are proud to announce their strategic partnership to reshape Human Capital strategies in the US market for Italian and European companies. This partnership combines Consea America's extensive global experience in talent acquisition and recruitment with Cometa’s prowess in designing and implementing coaching, training and change management programs for individuals and teams. It promises a unique and tailor-made approach to talent management at every lifecycle stage, from recruitment, to development and retention. "At Consea America, we understand the critical importance of talents in driving organizational success," said Antonella Cerabona, CEO of Consea America. "By joining forces with Cometa Coaching, we are excited to offer our clients a holistic solution that combines recruitment expertise with cutting-edge coaching, communication, and training programs. This offering seamlessly integrates with our established Human Capital Consulting division in Italy, uniting our efforts to expand into the North American market." Founded on the principles of partnership, integrity, and uniqueness, the value proposition of Consea America and Cometa's collaboration is clear: Partnership: We believe in partnering with our clients in their talent management projects, offering more than just advisory services. By sharing competencies, resources, and expertise, we work towards a common goal of success. Integrity: Our commitment to operating from a position of integrity means we listen to our clients, understand their needs, and provide transparent and honest support throughout our engagement. Uniqueness: We recognize the unique dynamics of each work environment and collaborate with our clients to design and implement talent solutions tailored to their specific needs, considering the cultural differences and main challenges Italian and European companies have when operating in the US Market. With Consea's 50 years of experience in executive search and Cometa's founder Mariateresa Romeo's two decades of expertise in executive coaching and organizational behavior, clients can trust the depth of knowledge and the breadth of experience this partnership brings. "Cometa Coaching is dedicated to supporting driven professionals and dynamic organizations in their transformational journeys, unlocking individuals and teams' full potential, and creating nurturing work environments. With Consea America, we share the same belief that people and their contributions are at the heart of any organization," said Mariateresa Romeo, founder of Cometa Coaching. “Through this partnership, we are excited to expand our reach and offer comprehensive solutions that drive lasting organizational impact." For more information about Consea America and Cometa's strategic partnership and the services they offer, visit www.consea-group.com. About Consea: Consea America is part of Consea Group, a global executive search firm with offices in the US and around the world. With 50 years of experience, Consea has supported thousands of small, medium, and large-sized companies in attracting and retaining top managerial talent through a team of experts and consultants. About Cometa Coaching: Cometa Coaching, founded by Mariateresa Romeo, an experienced executive coach and organizational behavior professional, is a Leadership Consulting Company. It supports leaders and their teams in navigating professional challenges, improving performance, and creating a work environment that vibrates with sharing, understanding, and collaboration. For media inquiries, please contact: Antonella Cerabona, CEO of Consea America - a.cerabona@consea-group.com Mariateresa Romeo, Founder of Cometa Coaching - mt@cometacoaching.com
How Economic Shifts Are Reshaping Demand for Executive Leadership
In today's volatile global economy, companies face a complex mix of inflationary pressures, fluctuating interest rates, and ongoing geopolitical uncertainty. These external forces are doing more than shaping financial markets; they are redefining what effective executive leadership looks like.
The Economic Impact on Executive Hiring
Periods of economic disruption often spark a recalibration of leadership priorities. In downturns, boards seek turnaround specialists with the resilience, operational discipline, and financial acumen to steer organizations through turbulence. When markets expand, the focus shifts toward innovation-driven executives who can capture emerging opportunities and scale growth efficiently. This cyclical pattern highlights the direct economic impact on executive hiring. Leadership needs no longer follow a static model; instead, they reflect broader shifts in market confidence, consumer behavior, and investment trends. Companies that anticipate these transitions and proactively align their leadership teams are best positioned to thrive in any climate.
Executive Hiring Strategies for a Changing Economy
The most successful organizations are rethinking traditional executive hiring strategies to adapt to today's dynamic environment. Rather than filling positions reactively, boards are emphasizing predictive leadership planning—identifying the skills and mindsets their organizations will need to navigate future challenges. Key trends shaping modern executive hiring include: Agility and transformation expertise: Leaders who can pivot quickly in response to shifting markets. Digital fluency: Executives who understand technology's role in driving competitive advantage.
Cross-functional leadership: Professionals who can unite operations, finance, and innovation under a shared strategic vision. At Consea Group , we help organizations design and execute executive hiring strategies that reflect both immediate priorities and long-term objectives. By tailoring search criteria to specific economic contexts, we ensure our clients attract leaders who not only fit the role but also anticipate what comes next.
Aligning Leadership with Market Realities
The right leadership at the right moment can be the difference between surviving and outperforming. Consea's adaptive executive search methodology focuses on the capabilities most critical to each phase of the business cycle. In uncertain markets: We identify leaders skilled in transformation, cost optimization, and cultural stabilization.
In recovery or growth periods: We target visionary executives who can accelerate innovation, drive digital transformation, and lead expansion into new markets. By continuously monitoring executive leadership demand across industries, Consea ensures organizations stay one step ahead, equipped with leaders who can navigate change and seize opportunity.
Building Resilience Through Strategic Leadership
Economic cycles may be unpredictable, but leadership strategy does not have to be. Companies that invest in forward-looking executive recruitment are more resilient, adaptable, and prepared to lead through uncertainty. Partner with Consea Group to ensure your organization has the leadership strength to remain competitive, no matter how the global economy shifts. Contact us to start your executive search.
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