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.
Recruiters often ask themselves: “How can I find the best Candidate for my Client?” Of course, everything depends on the industry and the specifics of the role, but more and more often, there is a noticeable trend toward emphasizing the evaluation of soft skills in candidates. Why is this so important, and how can it be assessed during the recruitment process? Companies are increasingly preferring Candidates with well-developed interpersonal skills such as communication, collaboration, creativity, problem-solving, and adaptability. In the face of automation and artificial intelligence, soft skills are becoming essential for career success. These abilities help individuals handle crises better, manage teams effectively, and ultimately contribute to the success of the organization. An interesting study was conducted in Poland during the Pracuj.pl Festival, where experts asked members of Generation Z about the most important skills used at work. As many as 54% of respondents indicated that soft skills (such as empathy, communication, and teamwork) are the most important. In second place (37%) were specialist skills (courses, industry knowledge), followed by foreign language proficiency in third place. This shows that the younger generation values flexibility, growth, and adaptability. Rapidly changing technologies are increasing the importance of soft skills, and employers appreciate people who can think critically, build relationships, and work collaboratively. The younger generation is fully aware that technical skills can quickly become outdated, while interpersonal abilities remain universally relevant. That is why young people are increasingly treating soft skills as a key asset. These skills allow them not only to adapt to different professional roles but also to manage their careers more effectively in the long term. Recruiters are increasingly using various methods to assess candidates’ soft skills in realistic scenarios. This approach helps them better understand how someone performs in real-world job situations. Here are some examples: 1. Case Studies and Practical Tasks These help assess candidates’ reactions to real-life challenges. Goal: To evaluate how the candidate approaches solving actual problems. Assessment: Analytical thinking, creativity, decision-making, task prioritization. Example: Solving a client problem, analyzing sales data, or creating a short action plan. 2. Behavioral Interviews Analyzing work experiences and problem-solving approaches. Goal: To understand how the candidate responded to specific past situations. Assessment: Communication, collaboration, stress resistance, initiative. Sample question: “Tell me about a time when you had to quickly adapt to a change in plans. How did you handle it?” 3. Assessment Centers Simulations of professional scenarios in group settings. Goal: Comprehensive evaluation in a simulated work environment. Assessment: Teamwork, leadership, conflict resolution, flexibility. Tasks: Group discussions, presentations, decision-making games, role-playing. Conclusion As of 2025, recruitment focuses on identifying and developing candidates’ soft skills, which are crucial for success in a dynamic and diverse professional environment. The job market is evolving rapidly, and so are the expectations of both candidates and employers. Therefore, one of the key challenges for companies will be adapting recruitment processes to meet the demands of this new reality. If you want to stay up to date with the latest recruitment trends in the Polish market – and beyond – follow Consea! Our agency operates in Europe, North America, and Asia, which allows us to continuously expand our expertise in headhunting and share this knowledge with both Clients and Candidates. Umiejętności miękkie w rekrutacji
Osoby zajmujące się na co dzień rekrutacją często zadają sobie pytanie: „Jak znaleźć dla Klienta najlepszego Kandydata na dane stanowisko?”. Wszystko zależy oczywiście od branży i specyfiki roli, ale coraz częściej można zauważyć trend, jakim jest nacisk na badanie umiejętności miękkich osoby rekrutowanej. Dlaczego jest to tak ważne i jak można to sprawdzić podczas procesu rekrutacyjnego? Firmy coraz częściej preferują Kandydatów z rozwiniętymi umiejętnościami interpersonalnymi, takimi jak komunikacja, współpraca, kreatywność, rozwiązywanie problemów oraz zdolność adaptacji. W obliczu automatyzacji i sztucznej inteligencji, kompetencje miękkie stają się kluczowe dla sukcesu zawodowego. To one pozwalają lepiej radzić sobie w sytuacjach kryzysowych, efektywnie zarządzać zespołem, a co za tym idzie – wpływać na sukces organizacji. Ciekawe badanie zostało przeprowadzone w Polsce podczas Festiwalu Pracuj.pl, gdzie eksperci zapytali przedstawicieli pokolenia Z o najważniejsze umiejętności wykorzystywane w pracy. Aż 54% ankietowanych odpowiedziało, że to właśnie „umiejętności miękkie” (empatia, komunikatywność, umiejętność pracy w grupie) są najbardziej istotne. Na drugim miejscu (37%) znalazły się umiejętności specjalistyczne (kursy, wiedza branżowa), a trzecie miejsce zajęła znajomość języków obcych. To pokazuje, że młode pokolenie stawia na elastyczność, rozwój i zdolność adaptacji. Szybko zmieniające się technologie sprawiają, że umiejętności miękkie zyskują na znaczeniu, a pracodawcy doceniają osoby, które potrafią myśleć krytycznie, budować relacje i działać w zespole. Młode pokolenie doskonale zdaje sobie sprawę, że kompetencje techniczne mogą szybko się dezaktualizować, a zdolności interpersonalne pozostają uniwersalne. To właśnie dlatego młodzi ludzie coraz częściej traktują umiejętności miękkie jako kluczowy atut. Dzięki nim są w stanie nie tylko odnaleźć się w różnych rolach zawodowych, ale także skuteczniej zarządzać swoją karierą w dłuższej perspektywie. Rekruterzy coraz częściej wykorzystują różne metody, aby ocenić umiejętności miękkie Kandydatów w realistycznych scenariuszach. Takie podejście pozwala lepiej zrozumieć, jak dana osoba radzi sobie w rzeczywistych sytuacjach zawodowych. Oto przykłady: 1. Case studies i zadania praktyczne: Pozwalają sprawdzić reakcje na realne wyzwania. Cel: Sprawdzić, jak Kandydat podchodzi do rozwiązywania rzeczywistych problemów. Ocena: Myślenie analityczne, kreatywność, podejmowanie decyzji, priorytetyzacja zadań. Przykład: Rozwiązanie problemu Klienta, analiza danych sprzedażowych czy stworzenie krótkiego planu działań. 2. Wywiady behawioralne: Analiza doświadczeń zawodowych i podejścia do problemów. Cel: Zrozumieć, jak Kandydat reagował na konkretne sytuacje w przeszłości. Ocena: Komunikacja, współpraca, odporność na stres, inicjatywa. Przykład pytania: "Opowiedz o sytuacji, w której musiałeś szybko dostosować się do zmiany planu. Jak sobie poradziłeś?" 3. Assessment centers: Symulacje sytuacji zawodowych w zespołach. Cel: Kompleksowa ocena w warunkach symulacyjnych. Ocena: Praca zespołowa, przywództwo, rozwiązywanie konfliktów, elastyczność. Zadania: Dyskusje grupowe, prezentacje, gry decyzyjne, odgrywanie ról. Podsumowując, w 2025 roku rekrutacja koncentruje się na identyfikowaniu i rozwijaniu kompetencji miękkich Kandydatów, które są kluczowe dla sukcesu w dynamicznym i zróżnicowanym środowisku zawodowym. Rynek pracy zmienia się dynamicznie, a wraz z nim ewoluują oczekiwania zarówno Kandydatów, jak i pracodawców. Zatem kluczowym wyzwaniem dla firm będzie dopasowanie procesów rekrutacyjnych do nowych realiów. Jeśli chcesz być na bieżąco z aktualnymi trendami rekrutacji na rynku polskim (i nie tylko) – obserwuj Consea! Nasza agencja jest obecna m.in. w Europie, Ameryce Północnej i Azji, a to pozwala nam stale poszerzać naszą wiedzę w zakresie „headhuntingu” i dzielić się tymi kompetencjami zarówno z Klientami, jak i Kandydatami. Iga Paskiewicz - Recruitment Consultant
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 56th edition of Cosmoprof Worldwide Bologna has just concluded, taking place from March 20 to 23, 2025, with significant participation, confirming its status as a leading event in the cosmetics industry. This year’s results once again highlighted great success: over 3,000 companies from 65 countries participated (35% of which for the first time), along with more than 250,000 visitors and industry professionals. The global scale of the event was further emphasized by the presence of 80 international delegations. There is no doubt that in recent years, the beauty industry—including makeup, skincare, and haircare—has experienced significant global growth. In 2023, global beauty market retail sales grew to $446 billion, marking a 10% increase compared to 2022. Forecasts indicate that the market will continue to expand, reaching a revenue of $673.70 billion by 2025, with a projected compound annual growth rate (CAGR) of 3.35% for the period 2025–2029 (source: McKinsey). The cosmetics industry is undergoing a profound transformation, both in terms of values and market dynamics, including distribution channels. What are the main trends? Clean Beauty and Sustainability: consumers are increasingly attentive to product ingredient lists (INCI), favoring natural and eco-friendly solutions. This has led many companies to adopt the “Clean Beauty” philosophy, introducing organic and sustainable product lines.
E-commerce and Social Media: the online sale of beauty products has seen exponential growth in recent years. Platforms like TikTok and Instagram have become essential for discovering and purchasing cosmetics, with social commerce on the rise. Beauty influencers, in particular, are shaping the future of product promotion and sponsorship.
Technological Innovation: the integration of artificial intelligence (AI) in product development is revolutionizing the industry. AI enables companies to analyze huge amounts of data, such as consumer preferences and market trends, optimizing product development and enhancing operational efficiency.
Inclusivity and Personalization: the growing demand for products that cater to diverse consumer needs highlights inclusivity and personalization. This trend reflects increased awareness of diversity. Personalization allows companies to create tailored, almost “custom-made” solutions that meet individual preferences, fostering deeper connections and strengthening customer loyalty. Innovation, technology, trend awareness, and inspiration are key elements in this industry, whose continuous growth is deeply rooted. Cosmetics are closely linked to personal identity, intimacy, and self-esteem, and the beauty sector has the unique ability to swiftly adapt to consumer desires. This makes it an extremely resilient industry, capable of withstanding inflation and economic crises. As mentioned earlier, the global beauty market is continuously expanding, with an estimated value of just under $700 billion. Of this, skincare accounts for 28%, haircare for 17%, and makeup for 14%. From a geographical perspective, the Asia-Pacific region leads the growth, followed by North America. The fastest-growing regions are Latin America, the Middle East, and Africa, all experiencing double-digit growth rates. Western Europe is growing at a rate of 4.9%. The expansion of the beauty industry has also had a significant impact on the job market in Italy, where the cosmetics sector employs approximately 155,000 people across the entire supply chain, from production to distribution. Italy stands out as a center of excellence in this sector, both in research and development and in manufacturing. This growth has created an increasing demand for qualified professionals, highlighting the need to attract highly skilled and structured profiles suited to the industry’s landscape while also investing in training and skills development. Consea, a company specializing in recruiting and human capital consulting, serves as a strategic partner for businesses in the beauty sector. With in-depth knowledge of the global market and the ability to identify professionals with targeted expertise, Consea supports companies in sourcing and attracting talent—both with specific beauty backgrounds and cross-sector experiences that bring added value. Furthermore, Consea assists businesses in defining talent management strategies, helping build career development paths aimed at retaining key professionals. In an ever-evolving industry like cosmetics, partnering with an expert like Consea presents a tangible opportunity to successfully navigate challenges and change. Author Chiara Altomonte, CEO Fashion&Retail and Consumer division
Mental Health Awareness Month: A Call for Empathy in the Workplace and Beyond
May is internationally recognized as Mental Health Awareness Month. It is an opportunity to bring attention to the vital importance of psychological well being. But beyond the public messages and official awareness events, mental health is something deeply personal that affects many people every day. Many individuals around us are silently navigating emotional and psychological challenges that are neither visible nor easily expressed. In professional environments especially, the emphasis on performance, composure, and productivity can inadvertently mask the internal experiences of employees and leaders alike. Behind composed demeanors may lie the weight of job insecurity, the quiet pain of personal loss, the stress of unmet expectations, or the anxiety brought on by an uncertain future. These are the unspoken struggles that surround us. It is important to recognize that not everyone has a support system to lean on. Some individuals function as their own sole source of strength. They manage households, careers, or personal transitions without external reinforcement. While independence is admirable, it is not always sustainable, and isolation can have compounding effects on mental health. The familiar phrase “Be kind, you do not know what a person is going through” resonates now more than ever. In recent years, many of us have experienced transformative events. Global disruption, personal grief, and professional setbacks have become part of our shared yet often unspoken experience. These moments have reshaped the emotional landscape of our communities. In this reality, small gestures take on profound meaning. A thoughtful message, a door held open, a sincere “How are you” may seem trivial, yet they have the power to offer comfort and restore connection at crucial times. This month is not only a reminder to prioritize mental health. It is a call to action. We are encouraged to lead with empathy, to foster cultures of psychological safety, and to remain mindful that behind every title and role is a human being who deserves care and understanding. Let us remember that compassion, attentiveness, and human connection are not distractions from productivity. They are essential to sustaining it. Julia Galloway, HRBP- North America
Our office is getting bigger: new opening in Singapore
Consea Group, one of the leading executive search and HR consulting firms in the world, is proud to announce the opening of its new office in Singapore in June 2023. With the opening of the new office, Consea Group aims to expand its reach in the Asia-Pacific region and better serve its clients. The new office in Singapore will be the seventh branch at international level, joining its offices in Shanghai, Krakow, Sao Paolo, Mexico City, Chicago, and New York. Consea Group is dedicated at providing its clients with the highest quality executive search services, and the new office in Singapore will be no exception. With almost 20 years of experience in Asia thanks to the Shanghai office, Consea decided to follow the trend of senior managers, executives, entrepreneurs, and investors to conduct business in the Asian countries to consolidate and diversify its presence in the region, while maintaining a strong interested and attention to China. Due to her strong experience and knowledge of the Asian Market, the Consea’ Singapore office, already operational for a few weeks, will be managed by Gaia Ceccatelli, in Consea since 2019, as General Manager APAC. With an overall bullish hiring market in Singapore, there was a strong appetite to hire from almost every sector for a wide range of roles, with the highest demand being for executive and mid-management (5-12 years of experience) level professionals. A notable change was the increase of regional roles based in Singapore; with the country gradually becoming the APAC hub of choice for more multinational companies. This competitive recruitment landscape came as the economy fully opened up post-COVID-19, and companies would like to meet their growing demand to hire. Despite candidates showing greater willingness to move roles, it remained a candidate-short (and driven) market for the last months. The HR market is still a big challenge! Consea Group’s CEO, Chiara Altomonte, made the following statement about the company’s expansion into Singapore: “We are very excited to be expanding our presence in the Asia-Pacific region and to be able to offer our clients the same high-quality executive search services that we are known for. We are confident that the opening of our Singapore office will help us better serve our clients and help them finding the best candidates to fulfil their open positions.” 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
Unmasking Brilliance: Empowering Strategies to Conquer Imposter Syndrome
Managing the impostor phenomenon during a job interview can be a daunting task, but with some guidance from a recruiter, candidates can navigate this challenge more effectively. First and foremost, it's essential for candidates to acknowledge that they are not alone in experiencing these feelings of self-doubt. Impostor syndrome is more common than one might think, even among highly successful individuals. Understanding that these feelings are normal can help alleviate some of the anxiety associated with them. Secondly, candidates should focus on their achievements and qualifications. Before the interview, it's crucial to review their resume and remind themselves of their accomplishments. By emphasizing their strengths and past successes, candidates can boost their confidence and counteract feelings of inadequacy. Additionally, they should prepare specific examples of how their skills and experiences align with the job requirements. Being well-prepared with concrete evidence can help candidates feel more self-assured during the interview. Furthermore, it's essential for candidates to practice positive self-talk. They should challenge negative thoughts and replace them with affirmations of their capabilities. Recruiters recommend practicing mindfulness techniques to stay present during the interview and avoid getting caught up in self-doubt. Breathing exercises and visualization can be particularly helpful in staying calm and focused. Lastly, seeking support from a mentor or coach can be invaluable. A trusted advisor can provide valuable feedback, help candidates recognize their worth, and offer guidance on how to handle the impostor phenomenon. Overall, by acknowledging their feelings, focusing on their achievements, practicing positive self-talk, and seeking support, candidates can effectively manage the impostor phenomenon during a job interview, increasing their chances of presenting themselves confidently and securing the desired position. Example how Consea has helped candidates navigate Imposter Syndrome During a recent interview for a senior HR management position, the candidate, let's call her Melissa, exhibited classic signs of Imposter Syndrome. Melissa had an impressive resume with years of experience in her field, yet as soon as the interview started, she seemed uneasy. As I delved into her accomplishments and expertise, she downplayed her achievements, attributing them to luck or teamwork rather than acknowledging her own skills. It was clear that she struggled with recognizing her worth and was haunted by the fear of not being as capable as her credentials suggested. In an attempt to address this, I shifted the conversation to focus on specific projects she had led. I asked for details about challenges faced, strategies employed, and outcomes achieved. As she passionately described her experiences, it became evident that her contributions were significant and impactful. This scenerio highlighted the importance of not just evaluating a candidate's qualifications on paper but also understanding their self-perception and mindset. Here at Consea, I, as a headhunter, benefited from delving deeper into the psychological aspects of the candidate to uncover hidden potential and help them overcome Imposter Syndrome during the interview process. Author: Julia Galloway, Human Resources Business Partner
Upskilling & Reskilling: The Future of Work, Talent Shortage, and Human Capacity Within Organizations
According to several market studies, the talent shortage has reached its highest level in Mexico. This is due to a lack of specific skills (a mix of technical capabilities and human factors) required from companies, especially in particular industries. Combined with the accelerated technological change management process e digital transformation we are living in, the scarcity of talent availability is further complicating the recruiting needs of many hiring managers. In 2022, in Mexico, and in some LATAM countries, more than 60% of employers reported difficulties in finding the right match – the highest number in the last 10 years. Today, it became essential to many organizations, to improve workforce skills as well as train and "recycle” professional talents in order to fill their internal positions and stay competitive. These two techniques are called Upskilling & Reskilling. Upskilling is the process of learning new skills or of teaching workers new skills. Reskilling is the process of learning new skills so you can do a different job, or of training people to do a different job. These tools became pivotal to address the Human Capital needs within the work environment, as well as to promote career pathing, succession planning, and retention programs, for most companies. Within the markets Consea operates with, we identified few sectors that currently are presenting the greatest demand for high-skilled profiles in Mexico: supply chain and manufacturing, finance and administrative positions, sales and marketing and engineering. To support your Human Capital needs, Consea Groupcan design a consulting plan tailored for your company, defining together an effective TALENT SEARCH and COMPANY CULTURE FITTING strategy. Follow Consea Group on LinkedIn to stay up to date on the latest trends in the labor market and to find out how to create and maintain a positive working environment in your organization. Authors Enrique Pedroza - Business Development Manager in Consea Group, Mexico Read the article in Spanish:
Upskilling & Reskilling: El futuro del trabajo, la escasez de talento y las capacidades humanas dentro de las organizaciones
Acorde a diferentes estudios de mercado, la escasez de talento ha llegado a su nivel más alto en México. Esto se debe a la falta de habilidades específicas (una combinación de capacidades técnicas y factores humanos) requeridas por las empresas, especialmente en industrias particulares. Combinado con el acelerado proceso de gestión del cambio tecnológico en el que vivimos y transformación digital, la escasez de talento complica aún más las necesidades de muchos Gerentes de contratación. En 2022, en México y en algunos países de LATAM, más del 60% de los empleadores reportaron dificultades para encontrar el personal adecuado, el número más alto en los últimos 10 años. Hoy en día, se vuelve esencial para las organizaciones mejorar las habilidades de la fuerza laboral, así como capacitar y "reciclar" talento profesional para ocupar un nuevo puesto dentro de la compañía y mantenerse competitivos. Estas dos técnicas se denominan Upskilling & Reskilling. Upskilling busca enseñar nuevas habilidades a un trabajador para optimizar su desempeño, mientras que Reskilling también conocido como reciclaje profesional, busca capacitar a un empleado para adaptarlo a un nuevo puesto dentro de la empresa. Estas herramientas se vuelven fundamentales para abordar las necesidades de capital humano dentro del entorno laboral, así como para promover la orientación profesional, la planificación de la sucesión y los programas de retención para la mayoría de las empresas. Dentro de los mercados con los que opera Consea Group, identificamos algunos sectores que actualmente presentan la mayor demanda de perfiles altamente calificados en México, tales como cadena de suministro, manufactura, finanzas, administrativos, ventas, mercadeo e ingenierías. Para apoyar sus necesidades de Capital Humano, Consea Group puede diseñar un plan de consultoría a la medida de su empresa, definiendo en conjunto una estrategia efectiva de BÚSQUEDA DE TALENTO que AJUSTE A LA CULTURA DE LA EMPRESA. Sigue a Consea Group en Linkedin para estar al día de las últimas tendencias en el mercado laboral y saber cómo crear y mantener un clima laboral positivo en tu organización.
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
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