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The fact is that the job market is constantly evolving, especially in terms of methods to attract and “retain” talent, is nothing new. Nor has it been this way for a long time. However, the fact remains that the speed with which the world of work is changing continues to create “difficulties” for many HR managers who are asked to manage HR expectations by trying to align the needs of HR with the business needs of their own company. A recent survey Page GroupAs one of the most important international players in the field of research and selection of professionals, the organization seeks to focus on the current relationship between employees and employers by recording the impressions of more than 50,000 employees in 37 countries, 2,000 of whom are in Italy.
Salary issues
The second edition of this study “Global Talent Trends” Observing first the remuneration component, it is emphasized that the rapid wage growth of the post-pandemic recovery phase has slowed down, despite the fact that workers in our country and in other parts of the world continue to demand higher salaries. In the sample of Italian workers, more than half of the respondents (53% to be precise) prioritize salary when evaluating new job offers, while 47% say they are dissatisfied with their salary and are looking for new job opportunities, especially to obtain more favorable economic conditions. Finally, 37% asked for a salary adjustment in the last 12 months. For those who lead companies, therefore, the message from the study is clear: remuneration is a key factor in attracting and retaining talent, with 41% of the organizations surveyed saying that they are aware of the fact that offering higher remuneration to their employees is essential for employees to meet two specific needs, to keep pace with the rising cost of living and to feel appreciated for their contribution.
The (difficult) strategy for attracting talent
«Define a talent attraction strategy – he elaborates on this Tommaso MaininiThe situation is becoming increasingly complex, as a real expectation gap emerges. How to match the needs of businesses with those of workers in the current climate of economic and political uncertainty is a real challenge for the coming months. ” A key point in this challenge also includes flexibility, with entrepreneurs striving for hybrid working methods and employees now more than ever not wanting to compromise on their personal well-being. On the one hand, the balance between professional and private life, as confirmed by PageGroup managers, is considered more decisive in Italy than in other European countries and records a situation in which many senior employees find themselves faced with company policies oriented towards a personal presence in the office that is much higher than the level actually desired.
Work fulfillment
Another theme covered in the report is autonomy and job fulfillment, an area where age seems to have a very significant weight and role. Professionals over 50 are actually the most satisfied category (34% of the total), worrying more about their personal status than their career, appreciating the freedom to choose a job that fits their life, and not craving a promotion that might increase workload or stress levels. In addition, 33% are willing to turn down a promotion for their own well-being, while 17% would consider the possibility of doing so. As a sole proprietor.
However, the attitude of those between 30 and 40 years old is different, as they show greater interest in new career opportunities for those who have not yet achieved their career goals. Finally, only 27% of younger employees aged 20 to 30 say they are satisfied with their situation, and 59% of them complain about their salary. “However, according to Mainini, the most challenging aspect is another one: today there are five generations sharing the working environment, and with very different needs, expectations and motivators. Creating a dynamic and inclusive corporate culture where everyone, regardless of age, feels recognized and valued can really make a difference.”
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